artist mix tangas

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artist mix tangas

an agency of the
Department of Arts and Culture
REGISTERED OFFICE
ARTSCAPE Theatre Centre,
DF Malan Street, Cape Town 8001
RP275/2012
ISBN: 978-0-621-41236-9
P.O.BOX 4107 CAPE TOWN 8000
Artscape Switchboard
021 410 9800
Fax
021 421 5448
Email
[email protected]
Website
www.artscape.co.za
2 0 11 | 2 0 1 2
ANNUAL REPORT
an agency of the
an agency of the
VISION
To be a vehicle for growth and transformation through
the performing arts.
MISSION
To facilitate, produce and promote the arts in ways that advance
nation building and to establish business partnerships involving
all stakeholders.
VALUES
• Professionalism • Client-centredness • Urgency
• Innovation
LEGISLATIVE MANDATE
Artscape was declared a cultural institution in terms of Section 3 of the
Cultural Institutions Act, 1998 (Act No. 119 of 1998) on 1 April 2003.
Effective from this date, Artscape became subject to the Public
Finance Management Act, 1999 (Act No. 1 of 1999).
Artscape is listed as a Schedule 3A (national entity) under the Public
Finance Management Act, 1999 (Act No. 1 of 1999).
contents
SUBMISSION TO THE EXECUTIVE AUTHORITY
2
CEO’S REPORT
4
MANAGEMENT
5
ARTISTIC AND OPERATIONAL OVERVIEW
6
PRODUCTIONS AND EVENTS
7
STRATEGIC PLAN REVIEW
11
HUMAN RESOURCES MANAGEMENT
19
OVERVIEW OF FINANCIAL STATEMENTS
21
REPORT OF THE AUDIT AND RISK COMMITTEE
23
REPORT OF THE AUDITOR-GENERAL
TO PARLIAMENT
24
ANNUAL FINANCIAL STATEMENTS
26
ACKNOWLEDGEMENTS
45
Somebody to Love
Submission to the Executive Authority
Minister, it is with great pleasure that I submit the 2012 Annual Report on behalf of
Artscape, reflecting on its activities in accordance with the provisions of the Public Finance
Management Act, 1999 (Act No. 1 of 1999) (PFMA).
CORPORATE GOVERNANCE
The Artscape Council and Management remain
committed to the principles of good corporate
governance as prescribed by the King III
Report. The Artscape team strives to uphold the
highest standards of professionalism, integrity
and ethics. We are satisfied that the institution
has applied adequate corporate practices of
transparency, integrity and accountability for
the year.
The Council continued its risk management
oversight through the Audit and Risk Committee.
The Disaster Management Plan was tested by
means of a comprehensive fire drill at Artscape
and an evacuation drill at the Epping workshop.
The Human Resources Committee tirelessly
monitored employee-related policies and
practices. Over the past year the staff vacancy
rate was reduced by 2%. Artscape achieved
further progress with its set targets for staff
demographics. Three employees completed
the University of Stellenbosch Management
Development Programme, two of whom plan
to undergo further training. A total of 23 staff
members attended various external courses.
Council met four times during the review period
and implemented systems for internal control,
risk management, budgets and strategic plans
to maximise efficiencies in fulfilling its statutory
mandate. Urgent matters were dealt with by the
Executive Committee and ratified by full Council.
COUNCIL MEMBERS’ ATTENDANCE OF MEETINGS – April 2011 to March 2012
Member
Number of
Meetings
Council
Executive
Committee
Audit and Risk
Committee
Human
Resources
Committee
4 Meetings
2 Meetings
3 Meetings
2 Meetings
*Basson, N
1 of 1
1 of 1
N/A
N/A
N/A
Benjamin-Swales, R
9 of 9
4 of 4
2 of 2
3 of 3
N/A
**Biko, B
0 of 2
0 of 2
N/A
N/A
N/A
Cloete-Hopkins, D
5 of 5
4 of 4
1 of 1
N/A
N/A
*Figaji, B
3 of 3
1 of 1
N/A
2 of 2
N/A
**Fikeni, S (Chairperson)
4 of 6
3 of 4
1 of 2
N/A
N/A
**Horne, A
2 of 4
2 of 4
N/A
N/A
N/A
*Khan, B
1 of 3
1 of 1
N/A
0 of 2
N/A
**Losper, B
3 of 5
2 of 4
N/A
1 of 1
N/A
**Lucouw, M
2 of 4
2 of 4
N/A
N/A
N/A
Mazwi-Tanga, L
4 of 6
2 of 4
N/A
N/A
2 of 2
Mtetwa, N (Deputy Chairperson)
5 of 6
3 of 4
2 of 2
N/A
N/A
**Muyanga, N
3 of 5
2 of 4
N/A
N/A
1 of 1
*Ngaba, S
0 of 2
0 of 4
N/A
N/A
N/A
Tsukudu, T
6 of 8
2 of 4
2 of 2
N/A
2 of 2
*Until 31 July 2011
**From 1 August 2011
2
High Schools Drama Fesstival
!AÏA “From cave to sky”
Orchestra Ensemble
National Youth Music Competition 2011
STATEMENT OF RESPONSIBILITY
The PFMA requires Artscape to keep full and
proper records of its financial affairs.
The financial statements for the year ended
31 March 2012 as set out on pages 28 to 42
were submitted for auditing on 31 May 2012.
Artscape, has, once again received an
unqualified audit report from the Auditor-General.
Sound management and good corporate
governance ensured optimal cost efficiency and
productivity, enabling Artscape to report a surplus
of R55 million for the 2011/12 financial year.
In view of its current sound financial position,
Council has every reason to believe that
Artscape will be a going concern in the year
ahead. It has thus continued to adopt the
‘going concern’ basis in preparing the financial
statements.
In the opinion of Council, the annual financial
statements fairly present the financial position
and financial performance of Artscape as at
31 March 2012, and the Code of Corporate
Practices and Conduct has been adhered to.
The new Council, which assumed its position on
1 August 2011, is grateful for the well-managed
entity that it inherited from the previous Council.
By building on this solid foundation, the new
Council was able to devise clear strategies on
how to steer this successful ship for further
growth and development to the advantage of the
entire country.
I would like to record my deep gratitude
and appreciation to all Council members,
management and staff for their continued
dedication and hard work to build Artscape into a
crown jewel of arts and culture in Africa.
Dr Somadoda Fikeni
CHAIRPERSON
A R T S C A P E A N N U A L R E P O R T 2 0 11 •32 0 1 2
Brotherhood
Youth Jazz Festival
Seashells
3
CEO’S REPORT
As the oldest State-owned theatre complex in the country, the Artscape Theatre Centre
strives to remain at the forefront of responding to the challenges facing South Africa’s
blossoming democracy.
As such, it is constantly adapting its business
strategies to address the national imperatives to
build a robust economy, create job opportunities,
promote social cohesion and transfer skills for
sustainable growth, especially in the arts and
culture sector.
During 2011/12, Artscape presented 750
performances and events, employed 515 staff
and provided facilities and support for a further
816 jobs in the performing arts and culture
sector. Its total direct and indirect contribution to
the national Gross Domestic Product (GDP) is
estimated at about R541 million.
My management team and I wish to
express our warm appreciation to the
Artscape Council, the National Department
of Arts and Culture, the Western Cape Provincial
Government, our dedicated staff, and our
generous sponsors in helping Artscape achieve
its goal of becoming a leading performing arts
centre on the African continent.
Michael Maas
CEO
Over the past year, over 317 000 people visited
the theatre centre to attend a multitude of
events, such as stage productions, community
gatherings and other culturally enriching
activities.
As part of its ongoing skills transfer and training
programmes, five trainees took part in the
one-year University of Stellenbosch accredited
technical training programme. The students who
have graduated from the programme have all
managed to find full-time employment as theatre
practitioners across South Africa.
The wardrobe, which renders a specialised
service to stage productions, this year, took in
three interns and two trainees. Job shadowing
opportunities were also offered to several
learners and students. Four MBA students
from Belgium based their practical research on
Artscape.
Artscape also formed a cooperative agreement
with the Magnet Theatre of Cape Town and
established new cultural links with various
countries. Mike van Graan was appointed as
associate playwright, producing new South
African work that is performed to much acclaim.
4
Michael Maas
Chief Executive Officer
Pieter Lourens
Chief Financial
Officer
Finance
Information
Technology
Compliance
Supply Chain
Management
Alastair Cockburn
Director: Operations
& Planning
Stage Services
Marlene le Roux
Director: Audience
Development &
Education
Audience
Development
Mzwakhe (Sticks)
Mdidimba
Manager:
Indigenous Arts
Lungisani Nkomo
Manager: Human
Resources
Community Arts
Organisations
Decor Studio
Resource Centre
Wardrobe
& Hiring
School Liaison
Maintenance
Rural Outreach
Planning
Support
Services
Theatre
Management
Transport
Box Office
Office
Services
Front of House
Marketing &
Communications
Drama
Switchboard
Outsourced Services
(Cleaning/Catering)
Security
5
Artistic and Operational Overview
Over the past year, Artscape’s space optimisation initiatives started to bear fruit. The increased
seating capacity in the Opera House provided economies of scale to the institution, as well as
to outside hirers. This helped the institution to fulfil its mandate of being a vehicle of economic
growth and social transformation through the arts.
An innovative product mix and skilled technical
staff helped to grow new audiences, and expose
historically neglected performing genres by
staging internationally acclaimed shows that
contributed towards revenue generation.
SPACE OPTIMISATION
SOCIAL COHESION
The universal language of the performing
arts offers an ideal vehicle to promote social
cohesion. The Artscape product mix represents
various genres that serve to bridge cultural
divides and age gaps.
During the year under review, Artscape
embarked on the biggest construction venture
since the official opening of the Theatre Centre
in 1971. These included the refurbishment
of the restaurant and dressing rooms, the
reconfiguration of existing areas to relocate
the manufacturing wardrobe from its satellite
location, as well as the upgrading of the
reception foyer at the stage door.
Over the past year the institution hosted
leading international stage shows such as The
Phantom of the Opera and The Nutcracker on
Ice. In addition, it also staged performances
that reflected the diverse arts and cultural mix
of the Western Cape and South Africa as a
whole. These range from indigenous music
to crossover productions where classical and
emerging arts were showcased.
Successful building works included two new
floors of office and rehearsal room space on the
roof of the theatre wing. The additional space
will be used to accommodate the Audience
Development and Education and Indigenous
Arts departments, the Jazzart Theatre
Dance Company, the Siyasanga Cape Town
Theatre Company, the Artscape New Writing
Programme, as well as additional rehearsal
rooms.
SKILLS DEVELOPMENT
RURAL OUTREACH
Artscape continued its endeavours to take
theatre to the people by staging a fully-fledged
production in a rural area. These outreach
programmes create opportunities for nation
building by bringing the pride of the performing
arts to communities who would otherwise
never have access to live theatre. During
the past year, about 1 800 residents of the
Theewaterskloof region attended an 80-minute
production of Kunstetreffers. Complementing the
show, were various workshops which provided
career guidance and skills transfer opportunities
to some 660 learners from 11 local schools.
Five trainees completed the one-year technical
training course that is accredited by the
University of Stellenbosch. These trainees
earned a SAQA-accredited qualification,
equalling a NQF level 6 qualification. Other
initiatives to stimulate development and skills
transfer include the City of Cape Town Acting
Competition, the Artscape National Youth Music
Competition, the annual youth jazz and classical
music festivals, the High School Drama Festival
and the annual Schools Arts Festival during
which 92 schools from all over the Province
participated in a two-week kaleidoscope of
performing arts.
The synergy of these programmes contributes
to job creation and helps nurtures a love for the
performing arts.
6
La Traviata
Gianni Schicchi
Swan Lake
High School Drama Festival
PRODUCTIONS AND EVENTS
AUDIENCE DEVELOPMENT AND EDUCATION
DEPARTMENT
1 APRIL 2011 TO 31 MARCH 2012
GENRE
NO OF
EVENTS
NO OF
PERFORMANCES
Audience Development & Education Projects
47
N/A
Concerts
50
67
*Corporate Events
Art Exhibition Official Opening
Marble Foyer
Arts Administration Workshop
iSibaya
Book Launch
Theatre Foyer
Brundibar Exhibition
Theatre Foyer
Brundibar Workshops
Various Venues
Climate Change Workshop
Marble Foyer
Department of Cultural Affairs and Sport funding briefing
Resource Centre
Department of Cultural Affairs and Sport Workshop
VIP Room
Exchange Student Programme
Theatre Foyer
French Consular Function for !AÏA
Theatre Foyer
High Schools Drama Festival Director’s Workshop
Arena
How to Make Money from Music Workshop
iSibaya
Humanities Workshop
iSibaya
iKapa Jazz Movement Workshop
iSibaya
Info Connectionz
Arena
iSiXhosa Conference
Theatre
IT Skillz Workshop
Resource Centre
Jason Cock Performance
Opera House
LOK Symposium
Chandelier Foyer
Lunch for Set Works Companies
Opera Bar
Member Anniversary Function
Resource Centre
Music Industry Workshops and Exhibition
Opera Bar & Theatre Foyers
Organisational Development Workshops
Theatre Foyer & Opera Bar
Performance of Field Bands
Piazza
Pink Drive Breast Cancer Testing
Chandelier Foyer & iSibaya
Cape Town Gilbert and
Sullivan Society (G&S)
Play reading
Theatre Foyer
Plus Minus Equal Workshop
Theatre
7
N/A
30
142
Drama/Comedy
45
210
*Exhibitions
30
N/A
*Film and Photo Shoots
45
N/A
Films
33
46
*Hospitality Events
77
N/A
Musicals
9
128
Opera
9
29
296
N/A
17
N/A
8
24
*Rehearsal Room Hire
Variety Shows
Youth Theatre
TOTAL
11
104
714
750
*Corporate events, exhibitions, film and photo shoots, hospitality events and rehearsal room
hire not included below.
MUSICALS
PRODUCTION
SHOWS
ATTENDANCE
Opera
House
21
14,539
Godspell
Arena
10
889
Pinelands Players
Proposal Writing Workshop
iSibaya
Ibhekile’Evuyazo
Arena
5
616
Artscape
Raymond Ackerman Academy Entrepreneurship Programme
Resource Centre
Jesus Christ Superstar
Opera
House
18
14,214
Pieter Toerien Productions
Stakeholders Meeting
Theatre Foyer
Le Moulin Rouge
Theatre
5
2,604
Travelling Poet Exhibition
Marble Foyer
Never Too Late
Theatre
1
377
Wesgro Meeting / Xhosa Conference Launch
iSibaya
Stuur Groete aan
Mannetjies Roux
Theatre
13
7,033
WHEAT Trust Awards
Theatre
Women’s Festival Activities
Various venues
The Phantom of the Opera
Opera
House
World Take a Child to Theatre Day
Theatre Foyer
YES Festival Launch
Opera Bar
Trein Smash
Chandelier
Foyer
YES Festival Workshop X 5
Chandelier Foyer
Youth Day Workshop
Chandelier Foyer
Fiddler on the Roof
VENUE
VENUE
Theatre Foyer & Piazza
Dance
Other Events (including meetings)
EVENT
2012 Projects Launch
53
73,357
2
184
PRESENTER
Carnivals of the Heart
Darul Islam Primary School
Stuur Groete Produksies
SOF
DANCE
PRODUCTION
CAPA Student Choreography
VENUE
SHOWS
Theatre
1
ATTENDANCE
115
PRESENTER
Cape Academy of Performing Arts (CAPA)
Cape Dance Company
Theatre
8
1,131
Cape Dance Company
Cape Town International Ballet Competition
Opera House
6
1,961
Cape Town International Ballet Competition
Colour Contrast
Theatre
2
596
Coppelia
Theatre
10
3,567
Dance in the City
Opera House
1
624
CTCB
Dance International
Theatre
7
2,066
CTCB
CTCB & Theatre Dance Association
Artscape & Renovation Dance Company
CTCB
Dancers for Dancers
Opera House
1
1,399
Danscape
Theatre
5
1,359
Jazzart Dance Theatre
Dream Catcher
Theatre
4
1,137
CAPA
Fuse
Arena
3
228
Artscape & Ikapa Dance Theatre
Genée Dance Challenge
Theatre
1
522
Royal Academy of Dance (RAD)
Genée International Ballet Competition Finale
Opera House
1
1,448
Genée International Ballet Competition Semi-Finals
Theatre
2
941
RAD
Hybrid Dancers
Piazza
2
30
SOF
Jazzart Dance Joint
Arena
4
327
Mixing It Up
Opera House
2
1,375
RAD
Artscape & British Council
Poetry in Motion
Opera House
5
2,829
CTCB
Popcorn!
Theatre
3
1,854
Kit Davies School of Ballet
Prague Scholarship Competition
Opera House
1
383
Showcase of Dance
Theatre
8
3,427
Sizodanisa
Theatre
1
200
RAD & CTCB
Soar Like An Eagle
Theatre
3
409
Artscape & Circle of Dance
Somebody to Love
Theatre
6
1,200
Mzansi Productions
Swan Lake
Opera House
6
8,018
CTCB
The Imperial Russian Ballet - The Nutcracker
Theatre
5
2,698
Edouard Miasnikov
The Italian Affair
Theatre
7
1,993
CTCB
The Nutcracker on Ice
Opera House
30
39,572
Two as One
Theatre
1
326
Waiting for Rain
Theatre
6
868
CTCB
The WP Dance Teachers’ Association
Artscape, Spiral Prods & An Creative
Afri-Spaans
7
CONCERTS
PRODUCTION
VENUE
Afri-spaans
SHOWS
ATTENDANCE
PRESENTER
2
1,672
Just Imagine Communications
Opera House
Alexander Sinton High School Jazz Extravaganza
Opera House
1
306
Ashley Pienaar
Piazza
3
40
Auriol Hays
Chandelier Foyer
2
91
Battle of the Youth Jazz Bands
Theatre
1
342
Artscape
Suidoosterfees (SOF)
SOF
Artscape
Ben Schoeman Recital
Theatre
1
258
CPO
Calvyn Protestant Choral Gala
Theatre
1
253
Artscape
Cape Philharmonic Youth Orchestra Concert (CPYO)
Theatre
1
520
CPO
Choral Sounds
Theatre
1
270
Artscape
Choral Tribute to Madiba (Cape Philharmonic)
Theatre
1
627
Artscape
Choral Tribute to Madiba (choirs only)
Theatre
1
350
Artscape
Cool Classic Kids
Theatre Foyer Well
2
80
SOF
Delft Big Band
Theatre
1
228
SOF
Die Burger Pops
Opera House
1
2,676
Die Central Karoo Review
Theatre
1
272
Edith Plaatjies
Piazza
1
40
SOF
Festival Chamber Concert
Theatre
1
284
CPO
Ian Cammisar
Media 24
SOF
Garden Synagogue Concert
Theatre
1
358
Ghoema Entertainers
Piazza
2
50
Huisgenoot Gospel Concert
Opera House
1
1,545
Indigenous Orchestra & Imbira Ensemble
Theatre
3
869
International Opera Gala
Opera House
1
1,440
CPO
Kaap Rapport / ATKV Choir Competition
Opera House
1
1,250
SOF
Klassiek
Chandelier Foyer
1
87
SOF
KykNET vir Mimi
Opera House
1
1,261
SOF
Loud
Piazza
1
30
SOF
Loukmann Adams
Piazza
1
100
SOF
Macassar Mannekoor
Piazza
1
40
SOF
Miriam Batsashvili Piano Recital
Opera Bar
1
120
CPO
Monox
Piazza
1
40
Music and Praise Poetry
Theatre
1
308
Music of Paraguay
Theatre Foyer
1
50
National Youth Music Competition Finale
Theatre
1
414
Artscape
Nicodémus Olivier
SOF
SOF
Artscape
SOF
Artscape
Paraguayan Consulate
Nicodémus Olivier - 5 Years 5 Shows
Arena
6
205
Nubuhle Ketelo
Piazza
1
40
Odidiva
Chandelier Foyer
2
117
SOF
Onderweg
Theatre
1
127
Agterplaas Produksies
One 4 One
Piazza
1
30
SOF
Protégé
Piazza
1
40
SOF
Rachelle Jordaan
Piazza
1
40
SOF
Ringo Madlingozi
Opera House
1
818
SOF
SOF
Rocco, Kore and Kaapse Band
Theatre
1
382
SOF
Rock ‘n Rouge
Arena
1
109
McDonald Enterprises
Five Seasons Entertainment
Sterling EQ and the Gugulethu Tenors
Arena
2
250
Symphony Concert
Opera House
1
1,406
The Voice of Azania
Theatre
1
138
CPO
Artscape & 25 2 1 Productions
Victor Ntoni Tribute Concert
Theatre
2
584
Artscape
Voices of Cape Town
Theatre
1
190
Artscape
Western Cape Youth Music Festival
Theatre
1
497
Artscape
Youth Jazz Festival
Theatre
2
794
Artscape
OPERA
SHOWS
ATTENDANCE
Amanda Echalaz / Johan
Botha Gala Concert
PRODUCTION
Opera House
VENUE
1
1,419
CTO
PRESENTER
Brundibar
Theatre
5
2,349
Artscape, CTO &
Holocaust Centre
Die Entführung aus dem Serail
Theatre
5
1,714
CTO
La Traviata
Opera House
5
6,453
CTO
Lost in the Stars
Theatre
4
1,026
CTO
Lunchbox Concert
Chandelier Foyer
2
140
CTO
Suor Angelica/Gianni Schicchi
Theatre
4
1,715
CTO
Viva la Mamma
Theatre
3
970
SOF
YOUTH THEATRE
SHOWS
ATTENDANCE
The Tale of Peter Rabbit
PRODUCTION
Theatre Foyer
Well
VENUE
12
2,113
PRESENTER
Make Way for Noddy
Theatre Foyer
Well
16
3,003
Vlooi en die Vlieënde Mat
Theatre
36
18,000
Schools Arts Festival
Theatre
9
2,787
Artscape
High Schools Drama Festival
Arena
5
404
Artscape
Schools Arts Festival Gala
Theatre
1
508
Artscape
Noddy’s Special Treat
Theatre Foyer
Well
13
2,226
Lollos
Theatre
1
30
SOF
Liewe Heksie
Theatre Foyer
Well
2
100
SOF
Children’s Magic
Theatre Foyer
Well
1
201
Artscape &
College of Magic
Tales of Little Grey Rabbit
Theatre Foyer
Well
8
2,205
Artscape &
Stagecraft
Artscape &
Stagecraft
Artscape & Krazy
Katz
Artscape &
Stagecraft
Stagecraft
Tianjin Acrobat Company
DRAMA/COMEDY
SHOWS
ATTENDANCE
‘n Plekkie in die Son
PRODUCTION
Theatre
VENUE
2
1,043
SOF
Amaza
Theatre
11
5,351
Artscape
Baby
Theatre
2
316
Baby
Theatre
6
2,940
Artscape
Banyana Republic
Arena
3
325
Artscape
Bash or be Bashed
Arena
8
663
Artscape
Brief Lives
Arena
6
162
Claremont Dramatic Society Productions
Brothers in Blood
Arena
5
709
Artscape & Mike van Graan Productions
Bullets Over Bishop Lavis
Theatre
1
261
SOF
Butlers and Blackmail
Arena
3
310
Slick ‘n Sleeve Theatre Collective
Butlers and Bunny Chows
Arena
4
472
Slick ‘n Sleeve Theatre Collective
Bye Ma, Jaypee
Chandelier Foyer
2
300
SOF
CA 12 – 6
Arena
13
750
Siyasanga Cape Town Drama Company (Siyasanga)
Careful
Arena
15
624
Artscape
Casper de Vries Live
Opera House
1
1,462
Children of the Mist
Arena
5
275
Artscape
City of Cape Town Acting Competition
Theatre
1
500
Artscape & City of Cape Town
Cockroach
Arena
1
76
SOF
Dit Voel Leeg
Arena
5
302
SOF
Dress to Impress
Arena
4
175
Jeremeo Le Cordeur
For Generations
Arena
3
252
Artscape
Gif
Arena
2
186
SOF
Groet die Grotoupa
Theatre
3
167
Lefra Productions
Hol
Arena
8
411
Artscape
Howzit my Bra
Arena
3
264
SOF
Jonas
Arena
3
230
SOF
Krismis van Map Jacobs
Theatre
10
4,962
Madam Touxflouwe
Arena
9
489
The Space Behind the Couch
Mary and the Conqueror
Arena
13
772
Artscape
My Naam is Ellen Pakkies
Theatre
3
2,060
Nando’s Cape Town Comedy Festival
Opera House
8
10,124
Huntalive
New Play Readings
Arena
1
20
Artscape
Other People’s Lives
Arena
4
140
Artscape
Out of Order
Theatre
2
1,000
Romeo and Juliet
Theatre
3
702
Rose Red
Theatre
4
1,000
Seashells
Arena
9
414
Artscape
Shakespeare Schools Festival SA
Arena
2
236
Educape
The Beneficiary
Arena
10
337
Artscape
The Dogs Must be Crazy
Theatre
4
1,000
The Tragedy of Richard III
Theatre
2
1,000
Uhlazo
Arena
1
92
SOF
Weskus Drama Festival
Arena
2
38
SOF
YES Festival
Arena
2
245
Artscape
YES Festival Finale
Theatre
1
375
Artscape
FILMS
PRODUCTION
PRESENTER
SOF
SOF
Artscape
SOF
Grahamstown Foundation
Carnivals of the Heart
VARIETY SHOWS
SHOWS
ATTENDANCE
PRESENTER
A Country for my Daughter
iSibaya
VENUE
2
25
Cape Winelands Film
Festival (CWFF)
A New World
iSibaya
1
9
Bezness
Opera Bar
1
20
Africa Arts Institute
(AAI) & Artscape
Captor Captive
iSibaya
1
17
CWFF
Cinema Komunisto
iSibaya
1
9
CWFF
Climbing Elements
iSibaya
1
11
CWFF
Dawn of a New Day
iSibaya
1
25
CWFF
Eggs for Later
iSibaya
2
18
CWFF
Estradeiros
iSibaya
2
22
CWFF
Heritage
Opera Bar
1
20
AAI & Artscape
Hip Hop Nafita
iSibaya
2
25
CWFF
In my Mother’s Arms
iSibaya
2
17
CWFF
Karmen Gei
Opera Bar
1
20
AAI & Artscape
Kinshasa Symphony
iSibaya
1
24
CWFF
Komeda: Soundtrack for Life
iSibaya
1
8
CWFF
Le Petite Vendome de Soleil
Opera Bar
1
20
AAI & Artscape
Life in Stills
iSibaya
2
21
CWFF
Lucky
Opera House
1
743
CWFF
Mama Africa
iSibaya
1
19
CWFF
Mama Goema
iSibaya
1
14
CWFF
Nannies
iSibaya
2
16
CWFF
Our School
iSibaya
2
16
CWFF
Out in the Silence
iSibaya
1
9
CWFF
Pearls on the Ocean Floor
iSibaya
1
8
CWFF
Raising Resistance
iSibaya
2
18
CWFF
Samba Beats
iSibaya
2
21
CWFF
TAC: Taking Heart
iSibaya
2
20
CWFF
The Cradock Four
iSibaya
1
9
CWFF
The Joy
iSibaya
1
10
CWFF
The Well / Tropical Amsterdam
iSibaya
1
8
CWFF
Ubuntu Teen Film Screening
Arena
1
80
Artscape & Living IT
Voices in the Clouds
iSibaya
2
16
CWFF
War Matador
iSibaya
2
29
CWFF
CWFF
SHOWS
ATTENDANCE
Freedom
PRODUCTION
Opera
House
VENUE
1
1,474
The Campio Burns
Group
PRESENTER
Tianjin Acrobatic
Company
Opera
House
1
1,429
Artscape & Chinese
Consul
Funny Kaap
Theatre
!AÏA – From the Cave
to the Sky
Arena
I Dream a Dream
3
1,468
Artscape
13
1,394
Artscape & Taliipot
Theatre Co
Theatre
3
1,147
Artscape & VSA
(Very Special Arts)
Close up Magic
Championships
Arena
1
129
Artscape & College
of Magic
Stage Magic
Championships
Theatre
1
317
Artscape & College
of Magic
Stars of Comedy and
Magic
Theatre
1
493
Artscape & College
of Magic
OTHER EVENTS
EVENT
10
VENUE
DAYS
EVENT
PRESENTER
Acting Workshops
Opera Bar
5
Siyasanga
Aerobics Classes
Opera Bar
On going
from
28/03/12
CTO
Africa 101 – lectures and play readings
Foyers, VIP
Room &
iSibaya
6
AAI & Artscape
After show party for Die KykNET Fiestas
Chandelier
Foyer
1
KykNET
After show party for KykNET vir Mimi
Arts Café
1
KykNET
After show party for Viva la Mamma
Arts Café
1
Wagner Society
Annual Maintenance
Arena
13
Artscape
Annual Maintenance
Opera House
16
Artscape
Annual Maintenance and installation of new
dimmers
Theatre
2
Artscape
Arts and Poetry Awards
Opera Bar
1
City of Cape Town
Artscape National Youth Music Competition:
Elimination
Theatre
5
Artscape
Artscape Precinct presentation
iSibaya
1
Artscape & GAPP
Architects
Artscape Wellness Day
Chandelier
Foyer & VIP
Room
1
Artscape & Discovery
Health
Artscape Workshop
Opera Bar
4
Auditions
Opera House
2
CTO
Auditions
ORR
11
Artscape, CTO, CPO
& CPYO
Artscape
Auditions
Theatre
2
CTO
Auditions for Brothers in Blood
Opera Bar /
RR301
2
Mike van Graan
Productions
Auditions for Brundibar
RR308
1
CTO
VENUE
DAYS
PRESENTER
Lecture demonstration for the University of
the Third Age
ORR
1
CPO
Lecture Demonstration: Artistic Gambling
Theatre
3
Grahamstown
Foundation
Lecture Demonstration: Shakespeare is
Greek to me
Arena
3
Grahamstown
Foundation
Lecture for Die Entführung aus dem Serail
Theatre Foyer
1
CTO
Lighting Workshop I
VIP Room
2
Artscape & Electrosonic
Lighting Workshop II
iSibaya
4
Artscape & Electrosonic
Lunch venue for delegates attending meeting
Marble Foyer
1
Department of Public
Works and Transport
Make up workshop for Fiddler on the Roof
RR308
1
G&S
Master Class for the SA Figure Skating
Association
Opera House
2
Imperial Ice Stars
Mayoral speech
Piazza
1
City of Cape Town
Media Briefing for Subsiding of the Nile
art work
Opera Bar
1
City of Cape Town
Media interview with Shammy Isaacs
Opera Bar
1
Media 24
Media Interviews for The Phantom of the
Opera
iSibaya
1
Pieter Toerien
Productions
Media Talk for Lost in the Stars
Theatre Foyer
1
CTO
Meetings
Various
Venues
133
Various Institutions
Melantho Workshop
Opera Bar &
ORR
2
CTO
Memorial Services
Marble Foyer
& Opera Bar
5
Artscape
Musical Theatre Summer School
RR301
11
Duane Alexander and
Anton Luitingh
Musical Theatre Summer School Showcase
Arena
1
Duane Alexander and
Anton Luitingh
Auditions for Green Man Flashing
ORR
2
Artscape & Mike van
Graan Productions
Nando’s pre show promotions
Chandelier
Foyer
6
Nando’s & Huntalive
Auditions for La Traviata
L4
1
CTO
Nedbank feedback session for Artscape Staff
iSibaya
1
Artscape & Nedbank
Auditions for Noddy
Theatre Foyer
1
Artscape & Stagecraft
Noise test
Theatre
1
Boshard Construction
Auditions for Noddy’s Special Treat
Theatre Foyer
1
Stagecraft
Old Mutual
RR301
2
Artscape / Maynardville
Theatre Trust
Marble Foyer,
iSibaya &
RR301
1
Auditions for The Comedy of Errors
Old Mutual National Choir Festival
Workshops
Baby Shower for staff
Opera Bar
2
Artscape
Performance Management Workshop
Artscape
Opera House
1
CTCB
Belgian Students Business Presentation
iSibaya
1
Artscape & Vlerick
Leuven Gent
Management School
Planning
Boardroom &
Opera Bar
17
Ballet Workshops
Performance of the CPO Masidlale
Ensemble
Chandelier
Foyer
1
CPO
Birthday Party
Opera Bar
1
Timothy Harding
Pink Drive mobile testing
Piazza
3
Artscape
BMW Car Display
Piazza
1
Auto Atlantic
Prayer Rooms
1
Book Launch for Mitchell’s Plain se Mense
Theatre Foyer
1
SOF
iSibaya & VIP
Room
Darul Islam Primary
School
Call back auditions for The Comedy of Errors
ORR &
iSibaya
6
Artscape / Maynardville
Theatre Trust
Pre show lectures
ORR
25
CPO, CTO, SOF
Pre show talks for Brundibar
4
CTO
CAPA Graduation
Theatre
1
CAPA
ORR &
Theatre Foyer
Catering unit for film shoot
Piazza
1
Egg Films
Pre show talks for Die Entführung aus dem
Serail
Opera Bar
7
CTO
Chandelier bulb check and maintenance
Chandelier
Foyer
5
Artscape
Children’s birthday party
Theatre Bar
1
Helen Johns
City of Cape Town Interfaith and Mayoral
Function
Opera Bar &
iSibaya
1
City of Cape Town
Colin Lee master class
ORR
1
CTO
CWFF Official Opening and Party
Opera House
& Piazza
1
CWFF & City of Cape
Town
Die Burger Schools Tours
All available
venues
52
Die Burger
Die KykNET Fiestas
Opera House
4
KykNET
Drama Auditions
Arena
1
Artscape
Drama Auditions
iSibaya
1
Artscape
Drama Workshop
RR301
1
SOF
Drumming Workshop
Piazza
1
Edgemead High School
End of Financial Year Function
Opera Bar
1
Artscape
Exhibition official opening
Marble Foyer
1
SOF
Exhibition opening
Marble Foyer
1
Gerda Louw
Fairy and Princes Parade
Theatre
1
Film Writer’s Workshop
iSibaya
Final dress rehearsal with audience
ORR
Financial Education Workshop
Private Party
Stage Café
1
Democratic Alliance
Record & DVD sale
Marble Foyer
6
Dynamite Music
Record & DVD sales
Theatre Foyer
45
Dynamite Music
Rehearsals for CTO’s National Tour
Opera Bar
5
CTO
Rehearsals for Grahamstown Festival
production of Swan Lake
Opera House
4
CTCB
Rehearsals for Mandela Trilogy
Opera House
9
CTO
Rehearsals for Rewind Cantata
Theatre Foyer
2
CTO
Rehearsals for WeCCMA Choirs
ORR
1
CPO
Removal of assets
Stage Cafe
2
Headline Leisure
Management
Rig and view Sithengi movie screen
Opera House
1
CWFF
Risk Assessment Workshop
iSibaya
1
Artscape
RSG Tent
Piazza
5
SOF
Screening of Fiddler on the Roof archival
DVD
Theatre
1
G&S
Script read through for Yeoman of the Guard
VIP Room
1
G&S
CTCB
Showcase performance of Is it Because
I’m Jack
RR308
1
Mike van Graan /
Article 27
2
The Writing Studio
Staff Interviews
VIP Room
1
Artscape
1
Artscape
Stage and Machinery Maintenance
Opera House
45
Artscape
Opera Bar
3
Artscape
Street Art and Hip Hop Trade Display
3
iSibaya
1
Artscape
Chandelier
Foyer
Artscape & British
Council
VIP Room
1
Artscape
Suidooster Suite
iSibaya
6
SOF
Chandelier
Foyer
1
Artscape
Technical inspection for The Phantom of
the Opera
Opera House
2
Pieter Toerien
Productions
Fine Music Radio Christmas Lunch
Theatre Bar
1
Fine Music Radio
Technical Trainees Graduation
Opera Bar
1
Artscape
George Stevens lecture
Opera Bar
1
CTO
Technical Trainees Welcome and Induction
iSibaya
1
Artscape
Gianni Schicchi/Suor Angelica Lecture
Theatre &
Chandelier
Foyer
1
CTO
Tour of Building
Various
Venues
5
Various Institutions
Two as One Workshops
VIP Room
1
Artscape & Discovery
Health
Theatre Foyer
& RR301
1
Health and Wellness for staff
Spiral Productions & An
Creative
Values Workshop
Opera Bar
1
Artscape
Holding area for film extras
Chandelier
Foyer
1
Moonlighting Films
Wellness Day in conjunction with
International AIDS Day
1
Artscape
Holding space for film extras
Marble Foyer
1
Moonlighting Films
Chandelier
Foyer &
Opera Bar
Insight evening for Dance International
Theatre
1
CTCB
2
Theatre
1
CTCB
Western Cape Schools Festival Official
Opening
Theatre
Insight evening for The Italian Affair
Grahamstown
Foundation
Interviews for Stuur Groete aan Mannetjies
Roux
Chandelier
Foyer
1
Taxi Radio
Western Cape Schools Festival Workshops
Various
Venues
4
Grahamstown
Foundation
Kuier Valentynsdans
Chandelier
Foyer
1
SOF
Yoga Class
ORR
68
CPO
Zumba Class
Opera Bar
34
Artscape
Laughter Workshop
Opera Bar
1
Artscape
Zumba Class
RR308
1
Artscape
Strategic Plan Review
PREDETERMINED OBJECTIVES – 31 MARCH 2012
KEY MANDATE
On 1 April 2003, the Department of Arts & Culture declared Artscape a Cultural Institution in terms of the Cultural Institutions
Act, 1998 (Act No. 119 of 1998).
Artscape manages the Artscape Theatre Centre which belongs to the Provincial Government of the Western Cape. Artscape
is a facilitator of stage performances, community arts activities, training programmes, as well as audience development
initiatives to sustain all forms of the performing arts. It is home to community arts programmes and houses major
independent performing arts companies in the Western Cape.
1
1.1
INCOME
Indicator:
Definition:
Revenue generated
Revenue is generated through rental income, box office takings, sponsorships, and interest on
short term investments.
Rand value
R13.994m
Actual: R19.932m
Unit of measure:
Budget:
Key objective
Venue rentals
Strategy
Output
budget R4.190m
Actual: R 4.794m
To maximise income
from rental of venues.
Sponsorship
To achieve maximum
bookings for venues.
budget R3.667m
To obtain longterm, sustainable
sponsorships for the
Resource Centre,
Writing Programme,
training initiatives
and other dedicated
performing arts
programmes and
projects.
Increased venue rental and
• Increase venue rental rates by
revised venue rental rates to
at least 5% per annum.
accommodate inflation and other • Improvement of 5% per annum
market variables.
on the baseline of 2010/2011.
ACTUAL PERFORMANCE
• The venue rental rates for 2011 were
revised by an average of 11%.
• Venue rental increased by 21% to
R4.794m.
Overall, the target for venue rental was
achieved.
Actual: R 3.418m
To negotiate longterm, sustainable
sponsorships of
mutual benefit for
Artscape and the
sponsors.
Marketing and advertising
Service delivery indicator
and target
• A writing programme to
develop and produce new
performing arts products.
• Dedicated training
programmes for arts
practitioners.
• A well funded artistic
programme.
budget R1.486m
• Source annual sponsorship
• R1.718m was raised as general
of R2m for Artscape’s
sponsorship income. As no funding
audience development
for the internship programme was
and outreach programmes,
obtained, the target for sponsorship
drama productions, the New
income was not achieved.
Writing programme, internship
• Achieved. The Lotteries committed
programme and the Resource
R5m to Artscape - spread over 3
Centre projects.
years. The first tranche of R1.7m
• Secure lottery funding for artistic
was received this year.
programmes of R5m spread
over 3 years.
Actual: R1.072m
To generate additional
income by offering
marketing and
advertising services to
venue hirers.
To offer marketing
and advertising
services to venue
hirers.
Increased income from
marketing and advertising
services.
• Generate revenue from
the provision of marketing,
advertising and other publicity
services.
• Annual improvement of 5% on
the 2010/2011 baseline.
• Additional revenue is earned through
advertising and publicity services.
• Not achieved. Only 84% of
the baseline of 2010/2011 was
achieved, due to declining demand
from productions requiring such
services.
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
budget R3.376m
Actual: R8.793m
Earn additional income from
box office and other production
income
• Generate additional revenue
from box office, programme
sales and other production
related income.
• Improvement of 5% per annum
on the 2010/2011 baseline.
• Additional revenue was earned from
box office, programme sales and
other production related income.
• Achieved. Production revenue
increased by 13% to R2.812m.
Generate sufficient revenue
to ensure the future viability of
the wardrobe and other service
offerings.
• Increase revenue from the
provision of wardrobe services
to artistic producers, hiring
revenue and other services that
generate revenue.
• Improvement of 5% per annum
on the 2010/2011 baseline.
• Additional revenue was earned
through the provision of wardrobe
services to artistic producers,
hiring, and other services (such as
transport).
• Achieved. Other revenue increased
due to the disclosure of revenue
from catering services.
Maintain investment income
above the 2010/2011 baseline.
Achieved. Interest revenue earned
was 71% above the 2010/2011
baseline.
Other income
To increase production
revenue
To present artistic
productions and
projects with the
potential to generate
additional income.
To increase revenue
To create an income
from manufacturing and stream from other
other related industries. services.
Investment Income budget R1.275m
To increase investment
income.
Actual: R1.855m
To invest funds not
immediately required,
in interest-bearing
accounts.
Increase and maintain the
current level of investment
income.
A R T S C A P E A N N U A L R E P O R T 2 0 11 • 2 0 1 2
Fiddler on the roof
Stars of Comedy and Magic
The Nutcracker on Ice
Baby
11
2
2.1
EXPENDITURE
Indicator:
Definition:
Unit of measure:
Budget:
Marketing, publicity and advertising expenditure necessary to ensure Artscape’s achievement of its
vision of excellence, growth and transformation, and revenue targets.
Rand value and as per service delivery indicator and target
R2.378m
Actual: R2.697m
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
To ensure public
awareness of Artscape,
its products and
services through
public relations and
communication.
To increase brand
awareness through
correct positioning in
print and electronic
media.
Coverage in print and electronic
media to publish productions
and events.
• Produce a quarterly brochure
on productions and events at
Artscape.
• Weekly listing of theatre
programmes in the main
regional newspapers.
• Maintain a website containing
current and forthcoming events.
• Issue a monthly e-newsletter to
all website subscribers.
• Utilise social networks for
marketing and advertising
purposes.
• Achieved. 43 000 brochures were
distributed quarterly.
• Achieved. Regular listings appeared
in Die Burger, Argus, Cape Times
and community newspapers.
• Achieved. The website was updated
regularly with the latest news and
upcoming events and content.
• Achieved. An electronic newsletter
was regularly circulated to over
4 000 website subscribers.
• Achieved. Facebook and Twitter
were used to market and advertise
productions. Currently, Artscape has
2 498 Facebook members and 597
Twitter followers.
2.2
Indicator:
Definition:
Unit of measure:
Budget:
Maintenance
Maintenance expenditure to ensure that Artscape’s physical infrastructure and equipment are properly
maintained.
R0.610m
Actual: R4.168m
Key objective
Strategy
Output
To maintain the
physical infrastructure
and equipment to
the highest possible
standards.
Ongoing
refurbishment
and maintenance
of the physical
infrastructure.
Annual maintenance of
Full maintenance of each theatre
infrastructure in order to
once a year during a scheduled
minimise disruptions due to
‘dark period’.
equipment and plant breakdown.
2.3
and target
• Achieved. Routine maintenance
of building fixtures and fittings took
place as the need arose and when no
productions were held in the theatres.
In addition to routine maintenance,
new dimmers were installed in the
theatre venue. Major refurbishment
took place at facilities such as the
restaurant, marble foyer, dressing
rooms and reconfiguration of
existing spaces in order to relocate
the manufacturing wardrobe from
its satellite location to the Artscape
building as well as upgrading of the
stage door reception foyer.
Indicator:
Definition:
Stage services
Departmental spend on all aspects of stage services, including sound and lighting, to ensure excellence
in the presentation of artistic productions, through skilled technical staff.
Unit of measure: Rand value and as per service delivery indicator and target
Budget (Department): R5.539m
Actual: R5.429m
Key objective
Strategy
Output
To ensure reliable,
effective and efficient
stage services within
and beyond the
Artscape facility.
To enhance
appropriate service
provision to the
desired quality and
safety standards
through an efficient
and productive
service delivery.
• Provide stage equipment,
• Successful staging of
infrastructure and services to
productions meeting the
enable the presentation of any
expectations of producers or
artistic production.
hirer.
• Employ highly skilled and
• Evaluation of the performance
technically competent stage
of technical staff upon
services staff.
completion of major
productions.
2.4
ACTUAL PERFORMANCE
Indicator:
Definition:
Unit of measure:
Budget:
and target
• During the current year 714
productions/ events were staged,
including “Phantom of the Opera”,
“Nutcracker on Ice” and the annual
“Suidoosterfees”. The annual
Shakespeare production – “Comedy
of Errors” took place at the
Maynardville Open Air Theatre.
• The Stage Manager completed a
performance report for productions
per performance.
Overall, this target was achieved.
Security
Expenditure necessary to ensure security of Artscape facilities, staff and patrons.
R3.4m
Actual: R3.220m
12
ACTUAL PERFORMANCE
Children of the Mist
Le Moulin Rouge
Brundibar
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
To provide a safe and
secure environment in
and around Artscape
for its staff, tenants,
visitors and patrons.
To implement a
dedicated security
strategy and plan.
A secure environment for staff,
tenants, visitors and patrons.
• Maintain a daily record of all
security incidents.
• Monthly contract meeting with
service provider to ensure
that security concerns are
adequately addressed.
• Theft incidents were kept to a
minimum due to on-going vigilance.
• Daily reports were kept. Regular
testing and inspections of alarms
and safety equipment were
conducted at all Artscape sites.
• Monthly construction safety reports
were received from Frontline
consultants.
• Monthly contract meetings were held
with Thorburn to address service
matters.
2.5
Indicator:
Definition:
Unit of measure:
Budget:
International Relations
In order for Artscape to keep the theatre and performing arts programmes, projects and productions
in line with world trends, it is important that first hand knowledge and experience regarding artistic,
technical and governance matters relevant to the institution, is achieved.
As indicated in service delivery indicator and target
R0.200m
Actual: R0.285m
Key objective
Strategy
Output
and target
To stay abreast
of international
artistic and technical
developments.
To participate
in international
performing arts
conferences,
seminars and training
courses.
• Membership of international
performing arts associations
and organisations.
• Participation in international
festivals and conferences.
• Annual renewal of membership • Membership to ISPA was renewed.
of performing arts associations
• Artscape was also represented
and organisations.
at the annual ISPA Conference
• Attend at least 2 international
in Canada and the Auditoriums
conferences/seminars per
Meet Conference in Ireland. The
annum.
Director of ADE attended the African
• Attend international festivals,
Network for Evidence-to-Action on
where Artscape has a presence.
Disability (AfriNEAD) conference in
Zimbabwe.
• Artscape took part in the Prague
Quadrennial and the CEO was
part of the SA delegation to the
Edinburgh Festival.
2.6
ACTUAL PERFORMANCE
Indicator:
Audience Development & Education
Definitions:
Audience Development & Education
Artscape regards audience development and education as vitally important to enhance the level of appreciation for the
performing arts among communities, introduce new audiences to the performing arts, develop new talent and provide
developmental opportunities to the broader community.
Unit of measure: Rand value and number of events/productions as indicated in the service delivery indicator and target
Rural outreach
In its endeavours to embrace all communities in the Western Cape, Artscape embarked on an annual programme of
structured community outreach programmes in rural communities throughout the Western Cape.
Unit of measure: Number of outreach programmes as indicated in the service delivery indicator and target
New writing programme
Artscape’s New Writing Programme (ANWP) receives solicited and unsolicited scripts from the general public written in
Afrikaans, English and isiXhosa. Playwriting workshops are conducted whereby delegates are introduced to techniques of
professional playwriting.
Unit of measure: Rand value and number of scripts / workshop attendees as indicated in the service delivery indicator
and target
Budget 2011/2:
R2.610m
Actual: R4.058m
Key objective
Strategy
Output
and target
To attract and develop
culturally diverse
audiences.
To ensure that the
performing arts are
accessible to the
diverse audiences of
the Western Cape.
• Nation-building through
• Present artistic programmes
cross-cultural audiences and
to introduce audiences to the
performing arts education
performing arts.
initiatives to enhance theatre
• Introduce new and diverse
experience in historically
audiences through Final Dress
marginalised communities.
Rehearsals – target 5 000
• Greater awareness and
persons annually.
involvement in the performing
• Present an annual women’s
arts in non-urban areas
festival during women’s month.
through outreach programmes.
ACTUAL PERFORMANCE
• Achieved. 63 diverse artistic
programmes aimed at audience
development and education were
presented.
• Achieved. The partnership with
Golden Arrow continues to transport
audiences to FDRs. Due to the
reduction in the bus allocation; only
2187 people were transported in 39
buses.
Waiting for Rain
Madame Touxflouwe
Beneficiary
The Tradegy of Richard III
13
Key objective
Strategy
To facilitate and present
a writing programme
in order to identify and
mentor promising new
writing talent.
To promote the
• Present dedicated performing • Present 1 major outreach
development of
arts programmes that
programme for non-urban
new writers and
showcase young talent.
areas annually reaching 5 000
encourage new talent. • Present dedicated performing
persons.
arts programmes for the
• Present 3 dedicated
benefit of schools and
programmes that will
learners.
showcase youth talent (a
• Annual presentation of a
classical music festival; a
playwriting workshop to attract
youth jazz festival and a
and develop new writing
national youth classical music
talent.
competition).
• Commissioning and editing of
• Host programmes that will
new scripts sourced through
attract at least 10 000 school
the new writing programme.
children per annum.
• Annually present a High
School Drama Festival
in which an average of
50 schools participate\ in
community festivals and at
least 10 schools participate in
the main festival.
• Annually present a school
arts festival where at least
80 schools showcase their
productions.
• Present at least 2 setwork
productions for Grade 12
learners per annum that are
representative of the official
languages of the Western
Cape.
• One playwriting workshop per
annum, attended by at least 10
persons.
• Commission three scripts per
annum.
• Edit five scripts per annum.
2.7
Indicator:
Definition:
Unit of measure:
Budget 2011/2:
Output
and target
ACTUAL PERFORMANCE
• Achieved. The women’s festival
was presented over three days with
the theme “Equal justice”.
• Achieved. The outreach
programme was presented in the
Theewaterskloof region of Caledon.
The 80-minute production of
“Kunstetreffers” featured genres
such as ballet, indigenous music,
opera, jazz and contemporary
dance. An estimated 1 800 attended
the production. 660 learners from 11
schools attended.
• Achieved. A classical music festival,
youth jazz festival and a national
youth classical music competition
were presented.
• Achieved. The children’s
theatre productions attracted an
attendance of 31 577.
• Achieved. A total of 52 schools
took part in the mini High School
Drama Festival while 16 schools
participated in the main festival.
• Achieved. 92 schools participated
in the Schools Arts Festival. In
addition, ten schools participated
in the YES Environmental Drama
Festival, held in association with
the City of Cape Town.
• Achieved. The isiXhosa
production “Amaza” and the
Afrikaans Grade 12 setworks
“Krismis van Map Jacobs” and
“Baby” were presented this year.
• Achieved. A Playwriting Workshop
was held at the University of the
Western Cape, attended by 14
delegates.
• Achieved. Three scripts were
commissioned.
• Not achieved. Four scripts were
edited this quarter. The number of
scripts edited depends on the quality
of scripts received.
In addition, 25 unsolicited play scripts
were received for assessment.
Capacity Building
In response to the skills shortage in the theatre industry and the lack of proper technical training,
Artscape offers a training programme in stage technology, including lighting, sound and stage
management.
The internship programme provides training and skills transfer in arts administration and management
and is fully dependant on dedicated funding. The Resource Centre facilitates training programmes for
emerging artists and arts practitioners.
Number of trainees or interns and Rand value
R0.480m
Actual: R0.331m
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
To enhance skills
training and skills
transfer.
To provide training in
specialised theatre
services and offer
internships in theatre
management.
Presentation of a dedicated
technical training programme.
• Enrol at least six trainees on
a one year technical training
programme.
• Present specialised
programmes in lighting, sound
and stage management.
• Achieved. Five trainees completed
the 2011 training course. Following
an interview process in December
2011, four new trainees started the
2012 training course.
• Specialised programmes in lighting,
sound and stage management are
presented to the trainees.
14
Make way for Noddy
High School Drama Festival
Jesus Christ Superstar
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
To increase capacity
building with the aid
of donor funding and
sponsorships.
To provide job
shadowing
programmes that
promote the transfer
of performing arts
skills and increase
skills capacity within
the performing arts
industry.
• Dedicated funding of
internship programme.
• Shadowing programmes for
learner arts practitioners.
• A system of internships that
would ensure skills transfer to
interns.
• To ensure dedicated funding of
at least R200 000 towards the
• Provide job shadowing
opportunities to learners and
students interested in careers
in the arts.
• Annually recruit interns from
diverse backgrounds with an
interest in the performing arts,
when funding is available.
• No funding was secured for the
• Job shadowing opportunities were
provided to an HR student from
Cape Peninsula University of
Technology, and learners from De
Kuilen and Settlers high schools.
• Two interns (with disabilities) were
hosted by the Resource Centre as
part of the Careers for Youth with
Disabilities SA programme. An intern
from Netherlands is completing
her research into Artscape’s
transformation. Four Belgian
students selected Artscape for their
MBA research.
• Three interns and two trainees were
recruited by the wardrobe division.
To facilitate training
programmes for
emerging artists and
arts practitioners.
To utilise trainers
within the performing
arts industry to
present training
programmes to
emerging artists and
arts practitioners.
• A database of available
trainers in the performing arts
industry.
• Dedicated training
programmes for emerging
artists and arts practitioners.
• Maintain and utilise a database
of available trainers in the
performing arts industry.
• Present at least two dedicated
training programmes for
emerging artists and arts
practitioners.
• The Resource Centre maintains
a database of available trainers
in the performing arts industry. A
new service provider was used for
the Arts Administration Workshop
(sourced via the Department of
Cultural Affairs and Sport).
• Workshops were held on proposal
writing, music industry expo, basic
computer skills, arts administration
and basic IT skills.
To provide access to
available performing
arts resources and
expertise for arts
practitioners.
• To develop
information
sessions and
seminars for
artists and arts
practitioners.
• To set targets for
Resource Centre
usage.
• Information sessions and
seminars for emerging artists
and arts practitioners.
• Record of Resource Centre
members and users.
• Annually conduct at least
two appropriate information
sessions for emerging artists
and arts practitioners.
• Maintain a record of Resource
Centre members and their
usage of the facilities.
• Eight participants attended the
Department of Culture, Arts and
Sports funding information session.
Events included a briefing session
by the Raymond Ackerman
Academy of Entrepreneurship, a
networking session dubbed “Info
Connectionz”, and a World Puppetry
Showcase and seminar.
• Records were kept of the Resource
Centre members and their usage of
the facilities. The Centre has over
500 members on their mailing list and
more than 400 Facebook friends.
Resource Centre
2.8
Indicator:
Performing Arts Programme
Definitions:
Indigenous arts programme
One of Artscape’s key goals is to encourage indigenous arts and creativity. The focus is on creating opportunities for
communities who have had no previous opportunity to perform on stage – especially the Xhosa, Khoi, San and Griqua
communities.
Unit of measure: Rand value and number of events/productions
Spring Drama Season
Artscape annually presents a Spring Drama Season, consisting purely of new South African works, many by first-time
playwrights. Productions are presented in the three official languages of the Western Cape. Previously disadvantaged
individuals are able to take part as assistant directors, or in a wide range of technical, stage management and other
positions.
Other artistic presentations
To promote, present, co-present, co-produce or invest in performing arts productions as allowed by budgetary constraints.
Budget 2011/2:
R4.302m
Actual: R6.785m
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
To develop, promote
and present a diverse
artistic programme.
To introduce a
differentiated
programme mix that
correlates with the
diverse audience
preferences.
A well-differentiated arts
programme that meets the
preferences of a diversity of
audiences.
• A diverse artistic programme
that caters for the diverse
needs of all Western Cape
communities.
• To present at least 500 diverse
productions and events per
annum.
• A diverse artistic programme was
presented during this year.
• 714 different productions
and events, resulting in 750
performances were presented.
Youth Jazz Festival
Coppelia
15
Ibhekile Evuyazo
Key objective
Strategy
Output
and target
ACTUAL PERFORMANCE
To present a spring
drama festival.
To facilitate the
production of plays
that has emerged
through the new
writing programme.
• Presentation of main
productions during an annual
spring drama festival.
• Showcase new plays.
• Try out plays through staged
closed and open readings.
• At least three productions in the
spring drama festival.
• One showcase production per
annum.
• One open stage reading per
annum.
• Two closed stage readings per
annum.
• Three full productions were staged
during the 7th Artscape Spring
Drama Season. In addition, a revival
of one of the most successful plays
was presented.
• A showcase production this year.
• No open stage readings were held
as no suitable scripts were received.
• Three closed readings were held
this year.
To present an
indigenous programme
that is representative
of the previously
marginalised art forms.
To provide a platform
for indigenous art
forms that were
previously excluded
from professional
stages.
• To present and showcase an
indigenous arts programme.
• Showcase at least 5 indigenous
productions annually.
• Three productions formed part of the
Umbiyozo Youth Festival
• Three productions were presented
as part of the Imvelo “Heritage”
Festival.
• Two productions were done in
collaboration with Indigenous
Orchestra (with Mbira ensemble)
and Voice of Azania.
To present or copresent other artistic
productions with artistic
merit.
To present or
co-present artistic
productions at
Artscape or other
performing arts
venues.
• To present productions other
than those identified above
within budgetary constraints.
• Annually present a
• The “Comedy of Errors”, was
Shakespearean production at the
presented.
Maynardville Open-Air Theatre.
• The partnership with Mike van Graan
• Present or co-present at least one
as associate playwright resulted in
additional production annually,
two additional productions being
within budgetary constraints.
staged.
2.9
Indicator:
Definition:
Unit of measure:
Budget:
Key objective
Governance
As a public entity, Artscape constantly strives to maintain a system of good corporate governance.
As indicated in service delivery indicator and target
To be implemented within the budget allocation for administrative and general expenses
Strategy
Output
and target
• To ensure
compliance with
Public Finance
Management Act.
• To maintain a
system of internal
control.
• Compliance with the PFMA
• Unqualified Audit Report.
and relevant Treasury
• Implement internal control
regulations.
measures which comply with
• Internal audit compliance.
guidelines of the Auditor• Maintain a register of major
General and Internal Audit
operational and strategic risks.
reports.
• Annual risk assessment.
• Development, maintenance and
reporting on the risk register.
ACTUAL PERFORMANCE
Corporate governance
Ensure good corporate
governance.
• Artscape, once again, received an
unqualified audit report.
• Matters previously raised by the
Auditor-General were implemented.
The AG conducts regular key control
reviews and Internal Audit completed
their fieldwork for the internal audit
plan.
• An annual risk assessment was
conducted and the outcomes were
discussed by the Audit & Risk
Committee and Council.
• The risk register is updated regularly
and reported upon at meetings of
the Audit Committee meetings and
the Council.
Supply chain management
A proper supply chain
management strategy
and system that
ensures best practice.
• To maintain a
• A database of all service
database of service
providers and procurement
providers.
contracts.
• To develop a pro• Service level agreements for
forma service level
contractual service providers.
agreement for the
• A properly maintained asset
purchase of goods
register.
and services.
• To maintain an
updated asset
register.
• Maintain a database of
procurement contracts that are
annually reviewed and updated
with tax clearance and banking
details.
• Service level agreements
for existing and new service
providers.
• Enhanced asset management
system to provide easier
identification of assets.
• A database of procurement contracts
was maintained. A public call was
made for suppliers to register on
Artscape’s supplier database.
• Service level agreements for existing
and new service providers were
maintained.
• An up to date asset register was
maintained.
In addition, three tenders were
awarded this year. Stricter controls
were implemented in line with the new
PPPFA legislation that came into effect
in December 2011.
Health and safety
To create an
• To monitor
• Quarterly meetings to monitor
environment that meets
adherence to the
adherence to the health and
effective and efficient
Artscape health
safety strategy.
health and safety
and safety strategy. • Identify and train staff
requirements.
• To regularly test
members in health and safety.
key aspects
• Regular testing of the disaster
of the disaster
management plan.
management plan.
16
Brundibar
Battle of the Youth Jazz Bands
Amaza
• Quarterly health and safety
• Quarterly health and safety meetings
meetings to ensure that the
were held, where all injuries were
strategy is being adhered to.
reported.
• Annually identify and attend to
• The Health & Safety Manager and
relevant health & safety training.
two other employees attended the
• Testing of disaster management
theatre safety policy workshop in
plan systems at least once per
Pretoria. The Manager also attended
annum.
the follow up meeting in March 2012.
• Weekly inspections are held at all
Artscape facilities by Health and
Safety representatives. The disaster
management plan was tested by
means of a fire drill at Artscape and
an evacuation drill at the Epping
workshop.
Ibhekile Evuyazo
3.
3.1
ORGANISATIONAL MANAGEMENT
Definition:
Excellent organisational management through an effective human resources department, and
adequate investment in employee wellness initiatives.
Budget:
R0.920m
Actual: R1.150m
Human resource strategy
Key objective
Strategy
To retain staff with
the potential to be
promoted into key
management positions.
To identify and
Retention of staff with the
develop employees
potential to be promoted.
with the potential to
be promoted into key
management positions.
Develop and implement training
Three staff members completed
plans for staff with the potential for the University of Stellenbosch
promotion.
Management Development
Programme, and two others received
training for future promotions.
To review job grades
continuously as the
scope of the jobs
change.
Annual revision of job
grades.
Annual revision of job grades
based on changes to the scope
of the job.
Job grading was revised according to
job changes.
To fill vacancies
created in line with
the organisation’s
Employment Equity
plans.
To determine
Appointments that meet
Employment Equity
Employment Equity targets.
targets in line with the
demographics of the
Western Cape.
Movement towards achieving
the Employment Equity targets
that are representative of the
demographics of the Western
Cape.
The change in the status of employees
from contract to permanent had a
negative impact on the current staff
profile. Where possible, vacancies were
filled in line with employee equity targets.
To maintain training
and development plans
that will ensure a highly
skilled workforce in
Artscape.
To develop training
An approved training and
development plan.
and development
plans that will ensure
a highly skilled
workforce in Artscape.
Identification of training
requirements and an annual
update of the training and
development plan.
A total of 14 employees received
effective operational supervisor
training, an employee attended the
public sector IT governance workshop,
an employee attended the HR
strategic conference, an employee
attended the E-Marketing training
course, four employees received
project management training and two
employees received training in Light
Jockey and MAC software.
3.2
Output
and target
Ensure that staff are employed
and remunerated according to
the correct grade.
ACTUAL PERFORMANCE
Numerical targets and progress towards 31 March 2014
Category
Permanent
Percentage Total
Target
Staff as at
Percentage Staff
31 March 2012
White Males
6
6.6%
White Females
7
7.7%
Coloured Males
40
43.9%
Coloured Females
24
26.4%
African Males
8
8.8%
African Females
4
4.4%
Asian Males
1
1.1%
Asian Females
1
1.1%
TOTAL
Percentage Total
Demographics Western
Percentage Cape
(Based on 2001 Census)
14.3%
8
8.0%
9
9.0%
70.3%
34
34.0%
22
22.0%
13.2%
14
14.0%%
11
11.0%
2.2%
1
1.0%
1
1.0%
91
17.0%
18.40%
56.0%
53.91%
25.0%
26.69%
2.0%
1.00%
100
Financial performance & expenditure trends
Income
2007/8
R ‘000
State contribution
2008/9
R’000
2009/10
R’000
2010/11
R’000
2011/12
R’000
31 490
35 501
37 704
54 297
42 332
-
-
32 024
30 536
67 239
Venue rentals
2 689
3 596
3 449
3 956
4 794
Marketing & sponsorships
6 155
5 654
3 435
4 461
4 489
759
685
1 407
2 693
5 983
2 990
2 625
2 176
2 492
2 812
875
1 152
2 231
1 086
1 855
44 958
49 213
82 426
99 521
129 504
Administrative expenses (excluding capitalised maintenance expenditure)
16 784
19 223
21 852
27 254
35 524
Compensation of employees
17 135
20 811
23 775
25 467
27 869
Performing arts programme
9 556
9 477
9 060
10 861
10 843
Other non – operating expenses
6 868
(1 081)
5 964
2 926
269
TOTAL
50 343
48 430
60 651
66 508
74 505
(DEFICIT) / SURPLUS
(5 385)
783
21 775
33 013
54 999
State contribution – essential capital works
Business ventures/Other income
Investment income
TOTAL
EXPENDITURE
Nutcracker on Ice
17
HOL
Howzit my Bra
Financial position summary
BALANCE SHEET DATA
2007/08
R ‘000
Carrying value of assets
2008/09
R ‘000
3 301
Investments
Inventory
2009/10
R ‘000
3 010
2010/11
R ‘000
32 896
2011/12
R ‘000
56 827
111 889
-
-
-
-
-
20
25
24
38
256
-
-
-
-
-
Receivables and prepayments
Loans
2 600
5 232
2 526
1 764
5 543
Cash and cash equivalents
4 953
4 809
20 260
42 353
23 068
10 874
13 076
55 706
100 982
140 756
4 860
(525)
22 033
55 045
110 044
Total assets
Capital and reserves
7
5
1
5
1
Post-retirement benefits
Finance lease liability (non-current)
1 845
1 396
1 159
1 220
1 303
Trade and other payables
4 162
5 073
20 583
44 552
29 234
Provisions
-
7 127
11 930
160
174
Managed funds
-
-
-
-
-
10 874
13 076
55 706
100 982
140 756
-
-
-
-
-
Total equity and liabilities
Contingent liabilities
•
•
•
The financial position as reflected in the balance sheet reflects a positive financial position.
The surplus as calculated is a result of the projected capitalisation of maintenance expenditure and does not
indicate any plans to accumulate surplus funds.
Income and expenditure trends
Income
2007/8
Annual Subsidy
2008/9
2009/10
2010/11
2011/12
70%
72%
45%
55%
33%
0%
0%
38%
31%
52%
30%
28%
17%
14%
15%
100%
100%
100%
100%
100%
Administrative expenses
34%
39%
36%
42%
48%
34%
43%
39%
38%
37%
19%
20%
15%
16%
14.6%
Essential maintenance contribution
Other income
TOTAL
EXPENDITURE
Other non – operating expenses
TOTAL
•
•
•
13%
(2%)
10%
4%
0.4%
100%
100%
100%
100%
100%
Artscape’s main source of funding consists of the transfers from the Department of Arts & Culture. The funding
from government grants account for 85% of the total income, due to the additional capital funding received in the
current year.
Additional revenue is generated through rental income, box office takings and sponsorship from local donors and
business enterprises.
Except for the additional spending on the current building works, no major changes to current spending areas are
expected.
18
Dance International
Huisgenoot
Gospel Concert
Brothers in Blood
Fiddler on the Roof
Human Resources Management
1.
PERSONNEL EXPENDITURE
As at 31 March 2012 Artscape employed 91 persons on a permanent basis and 18 persons
on an annual contractual basis. Depending on operational requirements, additional staff are
appointed on a part-time or casual basis.
Operating expenses
Training & Capacity
Building
R’000
Other staff
overheads
R’000
Total staff cost
R’000
Compensation of
employees
R’000
Part time
R’000
Total staff cost as
a percentage of
operating expenses
74 236
27 869
331
819
29 019
39%
695
R’000
Analysis of permanent staff compensation
Salary & other benefits
2.
(R’000)
%
permanent
staff cost
21 285
78.33%
Overtime
Provident fund
(R’000)
%
permanent
staff cost
1 367
5.03%
Medical Assistance
Cost of Employment
(R’000)
%
permanent
staff cost
(R’000)
%
permanent
staff cost
2 777
10.22%
1 745
6.42%
Permanent
staff
compensation
(Excluding
part time)
Average
Permanent
staff
Expenditure
(R’000)
27 174
249
EMPLOYMENT AND VACANCIES AS AT 31 MARCH 2012
Number of posts
Number of posts
filled
Permanent staff
94
91
3
3%
Annual contractual staff
20
18
2
10%
114
109
5
4%
TOTAL
Vacancy
Vacancy Rate
Staff turnover for the period 1 April 2011 – 31 March 2012
Staff as at 31
March 2011
New
Appointments
Transfer from
contract to
permanent
Terminations
Staff as at 31
March 2012
Permanent staff
77
3
13
(2)
91
Annual Contract staff
29
2
(13)
–
18
106
5
–
(2)
109
TOTAL
Reasons for leaving the Institution
Termination type
Number of employees
% of total terminations
% of total number of employees
Deceased
1
50%
0.9%
Dismissed
1
50%
0.9%
TOTAL
2
100%
1.8%
Staff Profile
Post level
MALE
African Coloured Indian
FEMALE
White
Total
African Coloured
Indian
TOTAL
White
Total
Permanent staff profile as at 31 March 2012
Management
1
1
0
2
4
0
1
0
0
1
5
Middle management
1
4
0
2
7
0
0
0
1
1
8
Supervisor, high level skilled / clerical
5
26
1
2
34
2
12
0
3
17
51
Lower level skilled (clerical)
0
8
0
0
8
1
9
1
3
14
22
Very low skilled
1
1
0
0
2
1
2
0
0
3
5
TOTAL at 31 March 2012
8
40
1
6
55
4
24
1
7
36
91
Annual contractual staff profile as at 31 March 2012
Management
0
0
0
0
0
0
0
0
0
0
0
Middle management
0
0
0
0
0
0
0
0
1
1
1
Supervisor, high level skilled / clerical
0
1
0
0
1
0
2
0
0
2
3
1
1
0
1
3
1
2
0
0
3
6
Very low skilled
0
6
0
0
6
0
2
0
0
2
8
TOTAL at 31 March 2012
1
8
0
1
10
1
6
0
1
8
18
Lost in the Stars
Shakespeare Schools Festival
Viva la Mama
!AÏA “From cave to sky”
19
STAFF SUMMARY as at 31 March 2012
Post level
MALE
FEMALE
White
Total
African Coloured
TOTAL
Indian
White
Total
Permanent
8
40
1
6
55
4
24
1
7
91
Annual contractual staff
1
8
0
1
10
1
6
0
1
18
TOTAL
9
48
1
7
65
5
30
1
8
109
White
Total
Persons with disabilities
Post level
MALE
FEMALE
African Coloured
Indian
TOTAL
White
Total
Management
1
0
0
0
1
0
1
0
0
1
2
Supervisor, high level skilled/clerical
0
0
0
1
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
TOTAL persons with disabilities
1
0
0
1
2
0
1
0
0
1
3
3.
HIV/AIDS and Health Promotion Programmes
Artscape seeks to minimise the impact of the HIV/AIDS pandemic by committing resources and leadership to implement
appropriate interventions within the organisation.
The following steps were taken to reduce the risk of occupational exposure:
●
Workshops on HIV/AIDS in the workplace
●
HIV/AIDS programme on 1 December
●
Referral of infected and affected staff to social workers and counsellors
●
Equipping all first-aid kits with rubber gloves and antiseptics
●
Providing for HIV/AIDS Counselling and Testing on the Corporate Wellness Day (15 employees were voluntarily tested
at the 2011 Wellness Day)
4.
Misconduct and Disciplinary Hearings for permanent and annual contractual
employees finalised
4.1
Permanent and Annual contractual employees
Type of misconduct
Outcome
Number
Dishonesty, falsification of documents and forgery
1
Dismissal
Misuse of Artscape motor vehicle; misuse of position
1
Final written warning
4.2
Part-time employees
None
5.
SKILLS DEVELOPMENT
5.1
Training needs identified and provided to permanent and annual contractual employees for the period
1 April 2011 to 31 March 2012
Gender
Number of
employees
Training needs identified and provided
Skills Development
Other forms of training
Male
91
Learnerships
1
17
163
181
Female
18
0
10
95
105
TOTAL
109
1
27
258
286
5.2
Technical training programme trainees for the period 1 April 2011 to 31 March 2012
The technical training programme is accredited by the University of Stellenbosch.
Gender
Number of trainees
(April 2011 –December 2011)
Number of trainees
(February 2012 – March 2012)
Male
3
1
Female
2
3
TOTAL
5
4
20
La Traviata
Somebody to Love
Make way for Noddy
Schools Arts Festival Gala
TOTAL
Overview of Financial Statements
FOR THE YEAR ENDING 31 MARCH 2012
FINANCIAL PERFORMANCE
Total revenue increased by 30% from R99.521m to R129.504m.
✦ The annual grant from the Department of Arts & Culture (DAC) increased by 6%, from R39.787m to R42.332m.
✦ Additional grants for capital maintenance were received from DAC and the Provincial Government of the Western Cape
(PGWC). R34.182m of DAC funding was released to revenue in the current year. The PGWC grant deferred in the previous
year was fully released to revenue. In total an amount of R33.057m of the PGWC grant received over the last 2 years was
released to revenue.
✦ Other operating revenue increased by 33% from R13.603m to R18.078m. This increase is primarily due to revenue from
venue rentals (up by 21% to R4.794m), revenue from cafeteria, restaurant and bars (up by 262% to R4.727m), production
revenue (up by 13% to R2.812m) and sponsorship revenue (up by 7% to R3.418m). The increase in sponsorship includes
the first tranche of the R5m grant from the National Lotteries Board. Other revenue is not materially different to that of the
previous year.
✦ Interest received increased by 71% from R1.086m to R1.885m due to the increase in total revenue and efficient
management of cash resources.
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Interest
received 1%
Other operating
revenue 14%
Government grant Government grant Government grant
(Operational)
(Capital works)
(Special)
Government grant
(Operational)
Government grant
(Capital works)
Government grant
(Special)
Other operating
revenue
Other operating
revenue
Government grant
(Operational) 33%
Government grant
(Capital works) 52%
Interest
received
2012 REVENUE
Interest received
2012 / Rm
42,332
67,239
–
18,078
1,855
2011 / Rm
39,878
30,535
14,419
13,603
1,086
OPERATING EXPENSES
✦ Administrative expenses increased by 17% from R27.256m to R35.308m. Substantial increases include:
• audit fees (up by 53% to R0.851m);
• internal audit fees (up by 62% to R0.397m, due to more internal audits being carried out in the current year);
• catering (up by 217% to R6.019m) due to the insourcing of bar and restaurant services;
• cleaning (up by 17% to R2.670m);
• depreciation on property, plant and equipment (up by 39% to R3.896m);
• repairs, maintenance and refurbishment (up by106% to R4.168m).
✦ The impact of these increases has been reduced by significant decreases in:
• consultancy fees (down by 18% to R0.298m);
• insurance (down by13% to R0.177m);
• manufacturing consumables (down by 56% to R0.224m);
• operating leases (down by 28% to R0.390m).
✦ Compensation of employees increased by 9% from R25.467m to R27.869m.
✦ Other operating expenses, such as the spending on the artistic programme and other special projects, did not change
materially from that of the previous year.
40,000
Administrative
expenses 48%
Other operating
expenses 14%
35,000
Compensation of
employees 38%
30,000
25,000
2012 EXPENDITURE
20,000
15,000
10,000
5,000
Administrative
expenses
0
Administrative
expenses
Compensation of
employees
Other operating
expenses
Compensation of
employees
Other operationg
expenses
2012 / Rm
35,524
27,869
10,843
2011 / Rm
27,256
25,467
10,861
21
OPERATING SURPLUS
An operating surplus of R55.268m (2011: R35.937m) was achieved for this financial year. The operating surplus resulted from
the government grant for capital works being utilised to improve the value of the leased property.
PROVISION FOR POST-RETIREMENT MEDICAL BENEFIT
The actuarial valuation, as well as current contributions paid, resulted in an additional expense of R269 000 being incurred for
the post-retirement medical benefit.
SURPLUS
An accounting surplus of R54.999m (2011: R33.012m) was recorded for the year ended 31 March 2012.
FINANCIAL POSITION
The increase in non-current assets is due to the improvements on leased property (roof extensions and other space
optimisation projects and upgrades) and other minor increases in other non-current assets.
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0,000
Non-current
assets
Current assets –
non cash
Current assets –
cash resources
TOTAL ASSETS
Non-current
liabilities
Current liabilities –
other
TOTAL
LIABILITIES
Current liablilites –
deferred government
grant
Non-current assets
Current assets –
non cash
Current assets –
cash resources
TOTAL ASSETS
Non-current liabilities
other
deferred government
grant
TOTAL LIABILITIES
2012 / Rm
111,888
5,800
23,068
140,756
1,304
2011 / Rm
56,827
1,802
42,353
100,982
1,225
13,197
16,211
30,712
4,683
40,029
45,937
The increase in non-cash current assets is due to the decrease in receivables and the increase in cash resources, due to the
government grants unutilised at year-end.
Non-current liabilities did not change materially from the previous year.
Current liabilities (other) increased primarily due to the liability for building works raised at the end of the financial year. In line
with the utilisation of the funding for capital works, the deferred government grant dropped to R16.211m.
Cash and cash equivalents dropped from R42.353m to R23.068m due to the utilisation of the government grant deferred from
the previous year. The remainder of the grant will be fully utilised during 2012/2013 as part of the completion of the tender for
the space optimisation projects awarded on 1 April 2011.
THE FINANCIAL PERFORMANCE AND FINANCIAL POSITION AS AT 31 MARCH 2012 INDICATE A FIRM
CONTROL OVER INCOME AND EXPENDITURE AND A SOUND MANAGEMENT OF CASH RESOURCES.
22
The Italian
Affair
Rocco, Kore en
die Kaapse Band
KykNet vir Mimi
The Beneficiary
Phantom of the Opera
Report of the Audit and Risk Committee
We are pleased to present our report for the financial year ended 31 March 2012.
Members and Attendance
The Audit and Risk Committee consists of the members listed hereunder and meets at least twice per annum as
required by the Public Finance Management Act, 1999 (Act No. 1 of 1999), and as per its approved terms of reference.
Current members
Ms R Benjamin-Swales (Council member and Chairperson)
Mr B Losper (Council member appointed 1 August 2011)
Mr MA Khan (Independent member)
Number of meetings attended
3
1
3
Former members
Mr B Khan (Former Council member not reappointed after 31 July 2011)
Prof B Figaji (Former Council member not reappointed after 31 July 2011)
–
2
Audit and Risk Committee Responsibility
The Audit and Risk Committee reports that it has complied with its responsibilities arising from section 51(1)(a) of the PFMA
and Treasury Regulation 27.1.10. The Committee also reports that it has adopted appropriate formal terms of reference as its
charter; regulated its affairs in compliance with this charter; and discharged all its responsibilities as contained therein.
Risk management
The Audit and Risk Committee reviewed the outcomes of the risk management workshop and ensured that risks are
continuously monitored and that the risk register is updated regularly.
Effectiveness of internal control
The system of internal control is considered effective as the various reports of the Internal Auditors and the Auditor-General
have not reported any significant or material non-compliance with prescribed policies and procedures and laws and regulations,
other than the non-compliance with Treasury Regulation 16A6.1., whereby the required number of price quotations for goods
and services with a transaction value below R500 000 were not obtained.
The other matters identified in the management letter of the Auditor-General will be monitored by the Audit and Risk Committee
and the Internal Auditors in the following year.
Quality of quarterly reports
The Committee is satisfied with the content and quality of quarterly reports prepared and issued by the Institution during the
year under review.
Evaluation of Financial Statements and Predetermined Objectives
The Audit Committee has:
● Reviewed the audited annual financial statements to be included in the annual report;
● Reviewed the report on predetermined objectives to be included in the annual report;
● Reviewed the Auditor-General’s management letter and management’s response; and
● Reviewed the report of the Auditor-General for the year ended 31 March 2012.
The Audit Committee concurs and accepts the conclusions of the Auditor-General on the annual financial statements and is of
the opinion that the audited annual financial statements be accepted and read together with the report of the Auditor-General.
R Benjamin-Swales
Chairperson of the Audit and Risk Committee
Date: 31 July 2012
Brundibar
23
Waiting for Rain
Orchestra Ensemble
Report of the Auditor-General to
Parliament
REPORT ON THE FINANCIAL STATEMENTS
Introduction
1.
I have audited the financial statements of Artscape set out on pages 28 to 42, which comprise the statement of financial
position as at 31 March 2012, the statement of financial performance, statement of changes in net assets and the cash
flow statement for the year then ended, and the notes, comprising a summary of significant accounting policies and
other explanatory information.
Accounting authority’s r esponsibility for the financial statements
2.
The accounting authority is responsible for the preparation and fair presentation of these financial statements in
accordance with South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and
the requirements of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999)(PFMA), and for such
internal control as the accounting authority determines is necessary to enable the preparation of financial statements
that are free from material misstatement, whether due to fraud or error.
Auditor-General’s responsibility
3.
My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in
accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA), the General Notice issued in
terms thereof and International Standards on Auditing. Those standards require that I comply with ethical requirements
and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from
material misstatement.
4.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial
statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of
material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the
auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements
in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing
an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating
the overall presentation of the financial statements.
5.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.
Opinion
6.
In my opinion, the financial statements present fairly, in all material respects, the financial position of Artscape as at
31 March 2012, and its financial performance and cash flows for the year then ended in accordance with SA Standards
of GRAP and the requirements of the PFMA.
Emphasis of matter
7.
I draw attention to the matter below. My opinion is not modified in respect of this matter.
Restatement of corresponding figures
8.
As disclosed in note 26 to the financial statements, the corresponding figures for 31 March 2011 have been restated
as a result of errors discovered during 31 March 2012 in the financial statements of Artscape and for the year ended,
31 March 2011.
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
9.
In accordance with the PAA and the General Notice issued in terms thereof, I report the following findings relevant to
performance against predetermined objectives, compliance with laws and regulations and internal control, but not for the
purpose of expressing an opinion.
Predetermined objectives
10. I performed procedures to obtain evidence about the usefulness and reliability of the information in the annual
performance report as set out on pages 11 to 18 of the annual report.
24
Sour Angelica
La Traviata
Amaza
11. The reported performance against predetermined objectives was evaluated against the overall criteria of usefulness
and reliability. The usefulness of information in the annual performance report relates to whether it is presented in
accordance with the National Treasury annual reporting principles and whether the reported performance is consistent
with the planned objectives. The usefulness of information further relates to whether indicators and targets are
measurable (i.e. well defined, verifiable, specific, measurable and time bound) and relevant as required by the National
Treasury Framework for managing programme performance information.
12. The reliability of the information in respect of the selected programmes is assessed to determine whether it adequately
reflects the facts (i.e. whether it is valid, accurate and complete).
13. There were no material findings on the annual performance report concerning the usefulness and reliability of the
information.
Compliance with laws and regulations
14. I performed procedures to obtain evidence that the entity has complied with applicable laws and regulations regarding
financial matters, financial management and other related matters. My findings on material non-compliance with specific
matters in key applicable laws and regulations as set out in the General Notice issued in terms of the PAA are as follows:
Annual financial statements, performance and annual reports
15. The financial statements submitted for auditing were not prepared in all material respects in accordance with the
requirements of section 55(1)(b) of the PFMA. Material disclosure misstatements identified by the auditors were
subsequently corrected, resulting in the financial statements receiving an unqualified audit opinion.
Procurement and contract management
16. Goods and services with a transaction value below R500 000 were procured without obtaining the required price
quotations, as required by Treasury Regulation 16A6.1.
Expenditure management
17. The accounting authority did not take effective and appropriate steps to prevent irregular expenditure, as per the
requirements of section 51(1)(b) of the PFMA.
Internal control
18. I considered internal control relevant to my audit of the financial statements, performance report and compliance with
laws and regulations. The matters reported below under the fundamentals of internal control are limited to the significant
deficiencies that resulted in the findings on compliance with laws and regulations included in this report.
Financial and Performance Management
19. The financial statements were not adequately reviewed for accuracy and completeness of disclosures prior to
submission for audit, resulting in material misstatements that were corrected by management.
20. Inadequate processes are in place to review and monitor compliance with applicable laws and regulations which has
resulted in irregular expenditure that was not prevented or detected by management.
Cape Town
31 July 2012
A U D I T O R - G E N E R A L
S O U T H A F R I C A
Auditing to build public confidence
25
The Shakespeare Schools
Festival
Baby
CA12-6
Statement of Responsibility
The Public Finance Management Act, 1999 (Act No. 1 of 1999) requires the Accounting Authority
to ensure that Artscape keeps full and proper records of its financial affairs. The annual financial
statements should fairly present the state of affairs of Artscape, its financial results, its performance
against predetermined objectives and its financial position at year end.
The Annual Financial Statements are the responsibility of the Accounting Authority. The AuditorGeneral is responsible for independently auditing and reporting on the financial statements.
The financial statements have been prepared in accordance with the South African Standards of
Generally Recognised Accounting Practices (GRAP) issued by the Accounting Standards Board. The
annual financial statements are based on appropriate accounting policies, supported by reasonable
and prudent judgements and estimates.
The Accounting Authority is responsible for the Institution’s internal controls and risk management.
These controls are designed to provide reasonable, but not absolute assurance as to the reliability of
the financial statements, and to adequately safeguard, verify and maintain accountability for assets
and to prevent and detect material misstatements and loss. Nothing has come to the attention of
the Accounting Authority to indicate any material breakdown in the functioning of these controls,
procedures and systems during the year under review.
In view of our current financial position, the Accounting Authority has every reason to believe that
Artscape will be a going concern in the year ahead and has continued to adopt the going concern
basis in preparing the financial statements.
SUBMISSION OF ANNUAL FINANCIAL STATEMENTS
The annual financial statements for the year ended 31 March 2012, set out on pages 28 to 42, were
submitted for auditing on 31 May 2012 in terms of Section 51(1)(f) of the Public Finance Management
Act, 1999 (Act No. 1 of 1999).
26
_______________________
Michael Maas
Chief Executive Officer
_______________________
Pieter Lourens
Chief Financial Officer
Cape Town
Cape Town
Accounting Authority Report
FOR THE YEAR ENDING 31 MARCH 2012
Artscape is a declared Cultural Institution in terms of Section 3 of the Cultural Institutions Act, 1998 (Act No. 119 of 1998).
The entity is listed as a schedule 3A entity (national entity) under the Public Finance Management Act, 1999
(Act No. 1 of 1999) (PFMA).
Artscape’s council acts as the accounting authority in terms of the PFMA.
COUNCIL
The following council members, as appointed by the Minister of Arts & Culture on 1 August 2011, were in office at
31 March 2012:
Prof Somadoda Fikeni (Chairperson)
Prof Nomvula Mtetwa (Deputy Chairperson)
Ms Ruth Benjamin-Swales
Mr Dudley Cloete–Hopkins
Mr Tiisetso Tsukudu
Prof Lineo Mazwi-Tanga
Mr Brandon Losper
Ms Bandi Biko
Ms Marian Lucouw
Mr Andrew Horne
Mr Neo Muyanga
The following council members’ terms ended on 31 July 2011 and were not reappointed by the Minister of Arts & Culture:
Prof Brian de Lacey Figaji
Mr Blum Khan
Prof Nicholas Basson
Ms Sindi Ngaba
EXECUTIVE DIRECTORS
The executive directors are responsible for the day-to-day management of the Institution and are in full-time employ
of the Institution.
Chief Executive Officer:
Michael Maas (also an ex-officio member of Council)
Chief Financial Officer:
Pieter Lourens
Director: Planning and Operations:
Alastair Cockburn
Director: Audience Development and Education:
Marlene le Roux
NATURE OF BUSINESS
The main objective is to advance, promote and preserve the performing arts in South Africa, but predominantly in the
Western Cape.
CONTROLLING ENTITY
The Department of Arts and Culture is the controlling entity and has ownership control of Artscape.
ADDRESSES
The Institution’s business and postal addresses are as follows:
BUSINESS ADDRESS
ARTSCAPE Theatre Centre
DF Malan Street
CAPE TOWN, 8001
POSTAL ADDRESS
P O Box 4107
CAPE TOWN
8000
Country of incorporation: Republic of South Africa
27
Statement of Financial Position
AS AT ENDING 31 MARCH 2012
Note
ASSETS
Non-current assets
Property, plant and equipment
Intangible assets
Current assets
Inventory
Trade and other receivables
Net expenditure on future productions
2012
R
Restated
2011
R
2.1
2.2
111 888 387
111 549 323
339 064
56 827 368
56 752 121
75 247
3
4
5
6
28 867 992
255 768
5 233 910
310 339
23 067 975
44 154 397
37 643
1 727 300
36 306
42 353 148
140 756 379
100 981 765
TOTAL ASSETS
LIABILITIES
Provisions
Finance lease liability
7
8
1 303 660
1 303 000
660
1 225 281
1 220 000
5 281
Current liabilities
Deferred government grant revenue
Unutilised sponsorships
Short term portion of finance lease liability
Provisions
9
10
11
8
7
29 408 487
12 692 020
16 211 391
321 915
9 161
174 000
44 711 079
3 960 904
40 028 867
550 290
11 018
160 000
30 712 147
45 936 360
NET ASSETS
110 044 232
55 045 405
TOTAL NET ASSETS
140 756 379
100 981 765
TOTAL LIABILITIES
Statement of Financial Performance
FOR THE YEAR ENDED 31 MARCH 2012
Note
REVENUE
Government grant – Operational (DAC)
Government grant – Special virement (DAC)
Government grant – Capital Works (DAC)
Government grant – Capital Works (PGWC)
Other operating revenue
Interest received – cash resources
Interest received – non cash resources
28
22
7.2
10
10
12
2012
R
Restated
2011
R
129 503 879
42 332 000
34 181 891
33 057 323
18 077 439
1 812 441
42 785
99 520 680
39 878 000
14 419 000
12 973 118
17 562 144
13 602 543
1 033 991
51 884
OPERATING EXPENSES
Administrative expenses
Other operating expenses (Performing Arts)
13
14
74 235 777
35 523 688
27 869 130
10 842 959
63 583 330
27 255 565
25 466 686
10 861 079
OPERATING SURPLUS
Provision for post-retirement medical benefit expense
Provision for pension fund liability loss
SURPLUS FOR THE PERIOD
7.1
7.2
55 268 102
(269 275)
54 998 827
35 937 350
(231 293)
(2 693 614)
33 012 443
Statement of Changes in Net Assets
2012
R
RESERVES
Accumulated surplus
Balance at beginning of period
Surplus for the period
Balance at end of period
55 045 405
54 998 827
110 044 232
Restated
2011
R
22 032 962
33 012 443
55 045 405
Cash Flow Statement
Note
2012
R
Cash flows from operating activities
Cash received from government grants and customers
Cash paid to suppliers and employees
Net cash flow from operating activities
95 766 421
57 715 649
123 054 612
75 237 400
38 050 772
1 812 441
39 863 213
47 817 212
1 033 991
48 851 203
(59 141 908)
(26 765 515)
16
(58 696 959)
(456 949)
12 000
(26 778 901)
(21 614)
35 000
8
(6 478)
7 599
(19 285 173)
22 093 287
42 353 148
20 259 861
23 067 975
42 353 148
15
Cash flows from investing activities
Additions to property, plant and equipment
Additions to intangible assets
Proceeds on disposal of property, plant and equipment
Cash flows from financing activities
(Decrease) / Increase in finance lease liability
Net (decrease) / increase in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period
Restated
2011
R
6
29
Notes to the Annual Financial Statements
1.
ACCOUNTING POLICIES
The following are the principle accounting policies of Artscape, which are consistent, in all material respects, with those applied in previous years.
1.1 BASIS OF PREPARATION
The annual financial statements have been prepared in accordance with the effective Standards of Generally Recognised Accounting
Practices (GRAP), including any interpretations and directives issued by the Accounting Standards Board.
The following standards and pronouncements were applied in the preparation of the annual financial statements:
REFERENCE
GRAP Framework
GRAP 1
GRAP 2
GRAP 3
GRAP 5
GRAP 12
GRAP 13
GRAP 14
GRAP 16
GRAP 17
GRAP 19
GRAP 102
IFRS 7
IAS 19
IAS 32
IAS 39
IPSAS 20
TOPIC
Framework for the preparation and presentation of financial statements
Presentation of financial statements
Cash flow statements
Accounting policies, changes in accounting estimates and errors
Borrowing costs
Inventories
Leases
Events after the reporting date
Investment property
Property, plant and equipment
Provisions, contingent liabilities and contingent assets
Intangible assets
Financial instruments: Disclosures
Employee benefits
Financial instruments: Presentation
Financial instruments: Recognition and measurement
Related party disclosures
At the date of authorisation of the financial statements the following Standards of GRAP are effective but not yet adopted:
REFERENCE
GRAP 21
GRAP 23
GRAP 24
GRAP 26
GRAP 103
TOPIC
Impairment of non-cash generating assets (effective 1 April 2012)
Revenue from non-exchange transactions (effective 1 April 2012)
Presentation of budget information in financial statements (effective 1 April 2012)
Impairment of cash-generating assets (effective 1 April 2012)
Heritage assets (effective 1 April 2012)
At the date of authorisation of the financial statements the following Standards of GRAP are approved but not yet effective:
REFERENCE
GRAP 18
GRAP 20
GRAP 25
GRAP 104
GRAP 105
GRAP 106
GRAP 107
TOPIC
Segment Reporting
Related party disclosures
Employee benefits
Financial instruments
Transfer of functions between entities under common control
Transfer of functions between entities not under common control
Mergers
In order to comply with the requirements of GRAP 3, budget information has been prepared based on the principles of GRAP 24, without
adopting the standard.
Changes in accounting policies are only effected if a standard of GRAP requires a change, or if it results in the financial statements
providing reliable and more relevant information about the impact of the effects of transactions, other events or conditions on the financial
position, financial performance or cash flow. Changes in accounting policies are applied either retrospectively or prospectively.
Estimates
In the preparation of the financial statements, estimates are only made based on reliable available information that does not undermine the
reliability of financial statements. The effect of accounting changes is recognised prospectively, by including them in surplus or deficit in the
period of the change, if the change effects that period only, or in the period of the change and future periods, if the change affects both.
Errors
Prior period errors are errors or omissions from and misstatements in the financial statements for one or more prior periods arising from
a failure to use, or the misuse of reliable information. Such errors include the effects of mathematical mistakes, mistakes in applying
accounting policies, oversights or misinterpretations of facts and fraud. Errors need not be corrected retrospectively if it is impractical to
determine either the period-specific or cumulative effect of the error.
30
1.2 PROPERTY, PLANT AND EQUIPMENT
Land and buildings are registered in the name of the Provincial Government of the Western Cape (PGWC) and are made available to
Artscape on a permanent basis. Land and buildings not belonging to Artscape are not recognised as property, plant and equipment.
Property, plant and equipment are stated at historical cost less accumulated depreciation. Improvements to the property belonging to PGWC
is capitalised and are stated at cost less accumulated depreciation. Work in progress on improvements to leased property are capitalised
and are stated at cost and transferred to improvements to leased property upon completion. Vehicles, equipment, music instruments,
furniture and fittings and computers are depreciated on a straight-line basis over their estimated useful lives to their residual value.
The useful life of an item of property, plant and equipment is the period over which the assets are expected to be available for use by
Artscape. The residual value is the estimated amount that Artscape would obtain from the disposal of the asset, after deducting the
estimated costs of disposal, if the asset was already of the age and in the condition expected at the end of its useful life.
Assets held under finance leases are depreciated over their expected useful lives on the same basis as owned assets, or over the term of
the lease, where the lease period is shorter (as listed in note 1.5.1 below).
Surpluses and losses on disposal of property, plant and equipment are credited or charged to the statement of financial performance and
is recognised as a profit or loss on disposal.
Depreciation is calculated on the straight-line method, to write off the cost of each asset to estimated residual values over its estimated
useful life as follows:
Improvement to leasehold property
:
10 – 25 years
Motor vehicles
:
4 – 5 years
Cellular phones
:
2 years
Equipment
:
5 years
Musical instruments, furniture and fittings
:
10 years
Computer equipment
:
3 years
Artworks are not depreciated as their current residual value is expected to be greater than their carrying amount. Work in progress
is not depreciated and is transferred to improvement to leasehold property upon completion.
ANNUAL REASSESSMENT OF USEFUL LIFE
The useful life of an item of property, plant and equipment is the period over which the asset is expected to be available for use by Artscape.
The useful life of assets is reassessed on an annual basis to ensure that the estimated useful lives are still appropriate.
Where a change in the estimated useful life is identified, the change is accounted for as a change in accounting estimate on a
prospective basis. In other words, the remaining value is written off on a straight-line basis over the remaining newly assessed useful life.
RESIDUAL VALUES
Residual values are reviewed each year and, where estimates differ from those previously determined, the difference is accounted for as
a change in accounting estimates on a prospective basis.
IMPAIRMENT
At each balance sheet date, Artscape reviews the carrying amounts of its property, plant and equipment to determine whether there is
any indication that those assets may be impaired. If any such indication exists, the recoverable amount of the asset is estimated in order
to determine the extent of the impairment loss, if any.
If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its
recoverable amount. Impairment losses are immediately recognised as an expense, unless the relevant asset is carried at a revalued
amount under another Standard, in which case the impairment loss is treated as a revaluation decrease under that other Standard.
Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable
amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no
impairment loss been recognised for the asset in prior years.
A reversal of an impairment loss is immediately recognised as revenue, unless the relevant asset is carried at a revalued amount, in
which case the reversal of the impairment loss is treated as a revaluation increase.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash
flows are discounted to their present value that reflects current market assessments of the time value of money and the risks specific to
the asset.
Where the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is written down to its
recoverable amount through the statement of financial performance by way of a provision for impairment of carrying value.
1.3 INTANGIBLE ASSETS
Intangible assets, being identifiable non-monetary assets without physical substance, are accounted for in terms of the cost model, at
cost less accumulated depreciation and any accumulated impairment losses.
Intangible assets comprise of computer software and have been assessed as having a useful life of 3 years with the depreciation charge
thereon recognised on a straight line basis.
The residual value of an intangible asset is assumed to be zero as there is no expectation of disposing of it before the end of its
economic life.
1.4 INVENTORY
Inventory is valued at the lower of cost, determined on the first-in first-out basis, and net realisable value (the estimated selling price in
the ordinary course of business, less the costs necessary to make the sale).
1.5 LEASES
1.5.1 Financial Leases
Leases are classified as finance leases where substantially all the risks and rewards associated with ownership of an asset are
transferred to Artscape. Assets subject to finance lease agreements are capitalised at their cash cost equivalent and the corresponding
liabilities are raised. The cost of the assets is depreciated at appropriate rates on the straight-line basis over the estimated useful lives
of the assets. Lease payments are allocated between the lease finance cost and the capital repayment using the effective interest rate
method. Lease finance costs are expensed when incurred.
1.5.2 Operating Leases
Operating leases are those leases which do not fall within the scope of the above definition. Payments made under operating leases are
charged to the statement of financial performance on a straight-line basis over the period of the lease.
31
1.6 FINANCIAL INSTRUMENTS
Financial instruments recognised on the statement of financial position, include cash and cash equivalents, trade and other receivables, and
trade and other payables. Management determines the classification of its financial assets and financial liabilities at initial recognition. The
classification depends on the purpose for which the financial assets were acquired.
1.6.1 Trade and other receivables
Trade and other receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest
method, less any provision for doubtful debts. Trade and other receivables are assessed individually for impairment in terms of recoverability.
1.6.2 Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and at bank, as well as deposits held on call with banks and are stated at cost. Interest on
cash in bank and call accounts are accrued on a monthly basis and disclosed as interest received in the statement of financial performance.
1.6.3 Trade and other payables
Trade and other payables comprise trade payables, accruals and amounts owed to third parties in relation to employee costs. Trade and
other payables are categorised as a financial instrument under current liabilities and recognised initially at fair value and subsequently
measured at amortised cost using the effective interest rate method, where applicable.
1.7 PROVISIONS
Provisions are recognised where the Institution has a present legal or constructive obligation as a result of a past event; a reliable estimate
of the obligation can be made and it is probable that an outflow of resources embodying economic benefits will be required to settle the
obligation.
1.8 EMPLOYEE BENEFITS
From 1 January 1997, employees could elect to join either the existing pension fund, a defined benefit fund, or the newly formed Provident
Fund for the Performing Arts Institutions, a defined contribution fund.
DEFINED BENEFIT PLANS
The Institution continued to contribute to the Performing Arts Institutions Pension Fund, a defined benefit plan, until 30 September 2009. This
fund is registered under and governed by the Pension Funds Act, 1956 as amended. The Pension Fund of the Performing Arts Institutions
qualifies as a multi-employer plan as defined by IAS 19. The assets of the funds are pooled. Insufficient information is available to determine
Artscape’s proportionate share of the planned assets and employment benefit costs of the defined benefit plan. Hence, the plan has been
accounted for as if it were a defined contribution plan. Contributions payable to the fund are recognised as an expense in the year to which
they relate.
DEFINED CONTRIBUTION PLANS
Contributions in respect of defined contribution plans are recognised as an expense in the year to which they relate. Multi-employer funds, as
defined by IAS19 Employee Benefits, where the enterprise is unable to determine its proportionate share of the fund’s obligation and assets
are treated as defined contribution plans.
POST-RETIREMENT MEDICAL BENEFITS
With effect from 31 March 2000 the Institution changed its accounting policy relating to post-retirement medical benefit costs. Provision is
made for post-retirement benefits in the form of medical aid benefits for certain employees who were pensioned prior to 1997. The total cost
is assessed in accordance with the advice of qualified and independent actuaries. The amount accrued for post-retirement medical benefits
are included as provisions.
The cost of providing benefits under this plan is determined using the projected unit credit actuarial valuation method. The current service
in respect of the defined benefit plan is recognised as an expense in the current period. Past service costs and actuarial gains and losses
relating to the above-mentioned retired employees are charged to the statement of financial performance in full in the current period.
1.9 REVENUE
Revenue includes the following:
1.9.1 Turnover
Turnover comprises the total grants received from government departments (recognised as per note 1.10), as well as venue rental revenue,
marketing and publicity services, costume manufacturing and hiring of costumes and other décor and sponsorship received.
Sponsorship received is recognised as revenue, on a systematic basis, over the period necessary to match them with the related costs,
which they are intended to compensate.
1.9.2 Interest
Interest is recognised at the effective yield on a time proportion basis over the period held.
1.10 GOVERNMENT GRANTS
The principles of GRAP 23 (revenue from non-exchange transactions) were applied. The principles of this standard require that the
government grant is recognised on the day the institution is satisfied that the conditions of the grant have been complied with.
Government grants that carry a condition that, if it is not used it must be repaid, are deferred as revenue until such time as it is utilised or
becomes repayable. Deferred government grants will only be released to revenue once the conditions of the grant have been complied with.
1.11 IRREGULAR AND FRUITLESS AND WASTEFUL EXPENDITURE
Irregular expenditure means expenditure incurred in contravention of, or not in accordance with a requirement of any applicable legislation,
including the PFMA.
Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had reasonable care been exercised.
32
All irregular and fruitless and wasteful expenditure is charged against income in the period in which they were incurred.
1.12 COMPARATIVE FIGURES
Comparative figures have been adjusted to conform to changes in the presentation of the current year, where necessary.
2.
FIXED PROPERTY
2.1
PROPERTY, PLANT AND EQUIPMENT
2012
Motor
vehicles
Equipment
Beginning of year
- cost
983 212
6 543 813
- accumulated
depreciation
(855 720) (4 000 715)
Net book value
127 492
2 543 098
Current year movements
- additions
–
4 697 353
- transfers
–
–
- depreciation
(84 985)
(925 925)
- assets scrapped / sold
–
(3 419)
- cost
–
(163 395)
- accumulated
depreciation
–
6 311 107
Balance at end of year
Made up as follows:
- assets at cost
- accumulated
depreciation
Net book value
Carrying value of fully
depreciated assets still
in use
464 765
Furniture
and fittings
3 496 276
Computers
Improvements
to leased
property
Work in
Progress
Artworks
Total (R)
1 341 563
49 449 798
4 908 935
80 649
67 269 011
(404 189) (1 992 723) (1 076 418)
60 576
1 503 553
265 145
(2 187 125)
47 262 673
–
4 908 935
–
80 649
(10 516 890)
56 752 121
–
–
(8 273)
–
–
1 305 521
–
(342 382)
(5)
(11 804)
413 631
–
(206 195)
(28)
(155 192)
4 102 911
2 089 998
(2 328 545)
–
–
48 072 728
(2 089 998)
–
–
–
104 815
–
–
–
58 696 959
–
(3 896 305)
(3 452)
(335 391)
–
11 799
155 164
–
–
–
331 939
–
42 507
6 311 107
52 303
2 466 687
472 553
51 127 037
50 891 665
185 464
111 549 323
983 212
11 072 771
464 765
4 789 993
1 600 002
55 642 707
50 891 665
185 464
125 630 579
(412 462) (2 323 306) (1 127 449)
50 303
2 466 687
472 553
(4 515 670)
51 127 037
–
50 891 665
–
185 464
(14 081 256)
111 549 323
–
–
–
761
(940 705) (4 761 664)
42 507
6 311 107
12
Motor
vehicles
332
Equipment
Beginning of year
- cost
1 057 006
4 371 527
- accumulated
depreciation
(844 527) (3 389 273)
Net book value
212 479
982 254
- additions
–
2 302 773
- depreciation
(84 986)
(737 949)
- assets scrapped / sold
(1)
(3 980)
- cost
(73 794)
(130 487)
- accumulated
depreciation
73 793
126 507
Balance at end of year
Made up as follows:
- assets at cost
- accumulated
depreciation
Net book value
Carrying value of fully
depreciated assets still
in use
Musical
instruments
41
Musical
instruments
441 265
258
118
RESTATED 2011
Improvements
Furniture
to leased
and fittings
Computers
property
Work in
Progress
Artworks
Total (R)
2 828 269
1 122 180
30 820 909
–
80 649
40 721 805
(396 310) (1 702 616)
44 955
1 125 653
(977 886)
144 294
(638 224)
30 182 685
–
–
–
80 649
(7 948 836)
32 772 969
26 778 901
(2 795 744)
(4 005)
(231 695)
23 500
(7 879)
–
–
672 536
(294 614)
(22)
(4 529)
242 268
(121 415)
(2)
(22 885)
23 537 824
(1 548 901)
–
–
4 908 935
–
–
–
–
–
–
–
4 507
22 883
–
–
–
227 690
–
127 492
2 543 098
60 576
1 503 553
265 145
52 171 608
4 908 935
80 649
56 752 121
983 212
6 543 813
464 765
3 496 276
1 341 563
54 587 705
4 908 935
80 649
67 269 011
(404 189) (1 992 723) (1 076 418)
60 576
1 503 553
265 145
(2 189 415)
52 171 608
–
4 908 935
–
80 649
(10 516 890)
56 752 121
–
–
–
743
(855 720) (4 000 715)
127 492
2 543 098
12
326
41
246
118
33
Restated
2011
R
2012
R
2.2 INTANGIBLE ASSETS
Carrying amount at beginning of year
- Cost
- Accumulated depreciation
- Additions
- Depreciation
- Assets scrapped / no longer in use
Cost
Accumulated depreciation
Carrying amount at end of year, made up as follows
- Cost
- Accumulated depreciation
3.
122 722
534 351
(411 629)
456 949
(193 130)
(2)
(2 271)
2 269
339 064
1 010 644
(671 580)
21 614
(69 089)
–
–
–
75 247
555 965
(480 718)
255 768
37 643
4 608 311
156 185
469 414
5 233 910
1 101 738
107 168
324 790
193 604
1 727 300
333 894
2 836 497
444 534
87 653
1 172 396
(266 663)
4 608 311
176 867
139 630
103 732
79 745
833 101
(231 337)
1 101 738
INVENTORY
Consumables – cafeteria, restaurant and bars
4.
75 247
555 965
(480 718)
TRADE AND OTHER RECEIVABLES
Trade receivables (analysed below)
Prepayments
Other receivables
National Lotteries Distribution Trust Fund
Provision for doubtful debts has been made for debts where recovery appears to be doubtful.
Trade receivables analysis
Current
Less than 30 days
Less than 60 days
Less than 90 days
Over 90 days
Provision for doubtful debts
As at 31 March, the ageing analysis of trade receivables are as follows:
2012
2011
Total
4 608 311
1 101 738
Neither past due
nor impaired
3 251 866
391 491
Past due but not impaired
Current
162 774
16 708
<30 days
75 983
41 572
Provision for doubtful debts
Provisions this year
Provisions reversed
Carrying amount at end of year
5.
>90 days
910 240
541 869
231 337
35 326
–
266 663
279 249
17 708
(65 620)
231 337
310 339
36 306
38 859
22 570
1 287 849
21 718 697
27 976
27 421
180 238
42 117 513
23 067 975
42 353 148
CASH AND CASH EQUIVALENTS
Cash on hand
Cash at bank – ABSA
Cash at bank – Nedbank
Funds on deposit – Nedbank
34
<90 days
81 715
58 523
NET EXPENDITURE ON FUTURE PRODUCTIONS
All revenue and expenditure relating to productions and projects in respect of which the
majority of the performances have not been presented by 31 March 2012 is deferred to the
following financial year, to the extent that such expenses are considered recoverable from
future production revenue.
6.
<60 days
125 733
51 575
7.
2012
R
PROVISIONS
Current liabilities
1 303 000
174 000
1 477 000
Restated
2011
R
1 220 000
160 000
1 380 000
Consisting of:
7.1 POST-RETIREMENT MEDICAL BENEFITS
Provision is made for certain post-retirement medical benefits by funding a portion of the medical aid contributions of eligible retired
employees. Refer to note 20.2.
Gross carrying amount at beginning of year
1 380 000
1 309 000
Post-retirement medical benefit expense (calculated below)
269 275
231 293
Contributions paid
(172 275)
(160 293)
Gross carrying amount at end of year
1 477 000
1 380 000
accounted for as follows:
Non – current liabilities
1 303 000
1 220 000
Current liabilities
174 000
160 000
1 477 000
1 380 000
Post-retirement medical benefit expense
Interest cost
(119 275)
(113 293)
Actuarial loss
(150 000)
(118 000)
(269 275)
(231 293)
7.2 PENSION FUND LIABILITY
Gross carrying amount at beginning of year
–
11 780 091
Increase in provision
–
2 2 693 614
Settlement – Special virement – DAC
–
(14 419 000)
Settlement – Artscape
–
(54 705)
Gross carrying amount at end of year
–
–
The pension fund liability was fully settled on 31 March 2011.
8.
FINANCE LEASE LIABILITY
Less: Short term portion (Due within one year)
Due later than one year but not later than 5 years
9 821
9 161
660
16 299
11 018
5 281
11 783 393
780 283
26 722
101 622
12 692 020
2 430 803
890 608
26 788
612 705
3 960 904
40 028 867
26 650 000
16 771 738
(34 181 891)
(33 057 323)
16 211 391
14 562 144
36 716 400
19 285 585
(12 973 118)
(17 562 144)
40 028 867
16 211 391
–
16 211 391
23 743 282
16 285 585
40 028 867
The finance lease liability is in respect of cellular phone contracts and is classified as finance leases.
9.
TRADE AND OTHER PAYABLES
Trade payables
Accruals
Credit card
Other
10. DEFERRED GOVERNMENT GRANT REVENUE
Amount received during the current year – DAC
Amount received/invoiced during the current year – PGWC
Amount utilised during the year – DAC
Amount utilised during the year – PGWC
Carrying amount at end of year
Consisting of:
Funding from DAC
Funding from PGWC
In terms of GRAP 23 the deferred government grant will be released to revenue as and when the conditions of the grant have been complied
with. Refer to note 22.
35
11. UNUTILISED SPONSORSHIPS
Opening Balance
ARTSCAPE PROJECTS
Department of Social Development (Fair Play Fair Life)
Grandwest Corporate Social Investment
Department of Social Services (Mitchell’s Plain Oral Project)
ABSA (Mitchell’s Plain Oral Project)
Grandwest Corporate Social Investment (Wellington Minstrels)
Department of Cultural Affairs & Sport (Mural Project)
ABSA
Acnode
Canon
Computicket
Cederberg Festival
Department of the Premier
Die Rupert Musiekstigting
Distell
Dr AH Brody
Media 24
Netto Financial Services
Page Automation
Pauline Nossel
Pieter Schoeman
Sanlam Foundation
Simm-Net
Theatre Taliipot
Theewaterskloof Municipality
Yalta Menuhin Memorial Fund
(Utilised disclosed as sponsorship received)
HOSTED PROJECTS (not sponsorship)
SIDA – Musical & Choral Project
Western Cape Education Dept. (Artists in residence)
Uthando Project
Received
Utilised
203 595
204 671
29 814
29 100
–
20 000
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
400 000
–
–
60 000
–
143 500
7 000
24 000
100 000
55 000
32 141
80 000
110 000
5 000
140 590
30 000
100 000
4 000
4 000
20 000
18 866
75 000
80 000
4 000
–
604 671
14 917
29 100
16 501
20 000
143 500
7 000
24 000
100 000
55 000
32 141
80 000
110 000
5 000
140 590
30 000
100 000
4 000
4 000
20 000
18 866
75 000
80 000
4 000
203 595
–
14 897
–
43 499
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
487 180
1 493 097
1 718 286
261 991
41 066
19 044
3 000
–
–
–
186
–
3 000
40 880
19 044
–
550 290
1 493 097
1 721 472
321 915
2012
R
Restated
2011
R
4 793 613
930 759
1 071 783
2 812 107
8 546
4 727 385
314 960
1 718 286
1 700 000
3 955 574
949 255
1 268 746
2 491 551
30 995
1 304 780
410 017
2 027 621
1 164 004
18 077 439
13 602 543
12. OTHER OPERATING REVENUE
Venue rental
Manufacturing services & hiring
Production revenue
Profit on disposal of assets
Revenue – cafeteria, restaurant and bars
Other revenue
Sponsorship – General (refer to note 11)
Sponsorship – National Lotteries Distribution Trust Fund
36
Closing
Balance
2012
R
Restated
2011
R
851 304
396 572
35 326
127 825
6 019 170
2 669 997
297 884
42 238
3 896 305
193 130
5 011 680
177 272
373 307
109 034
223 567
2 696 918
972 923
266 504
390 329
619 408
4 168 218
3 220 429
1 149 795
1 614 553
556 589
245 506
17 708
127 891
1 905 410
2 273 258
362 930
43 940
2 795 744
69 089
5 048 802
204 671
357 231
76 066
504 748
2 797 989
922 669
308 389
542 302
673 328
2 025 388
3 165 978
1 143 206
1 086 733
35 523 688
27 255 565
2 777 023
1 745 043
23 347 064
27 869 130
2 368 874
1 463 895
21 633 917
25 466 686
54 998 827
33 012 443
4 089 435
(1 812 441)
(8 546)
97 000
57 364 275
(3 506 610)
(274 033)
(218 125)
2 864 833
(1 033 991)
(30 995)
71 000
34 883 290
664 032
97 942
(13 341)
(15 314 735)
38 050 772
12 185 289
47 817 212
(4 697 353)
–
(1 305 521)
(413 631)
(4 102 911)
(48 072 728)
(104 815)
(58 696 959)
(2 302 773)
(23 500)
(672 536)
(242 268)
(18 628 889)
(4 908 935)
–
(26 778 901)
13. ADMINISTRATIVE EXPENSES
Auditors’ remuneration (external)
Auditors’ remuneration (internal)
Bad debts
Bank charges
Catering – cafeteria, restaurant and bars
Cleaning
Consultancy fees
Council and audit committee members’ remuneration
Depreciation – property, plant & equipment
Depreciation – intangible assets
Electricity and water
Insurance
IT maintenance and support
Legal fees
Manufacturing consumables
Marketing and publicity
Office costs and telephone
Operating consumables
Operating leases
Other sundry expenses
Repairs and maintenance
Security
Staff related expenses
Transport and travelling (including after hours transport)
14. COMPENSATION OF EMPLOYEES
Provident fund contributions
Medical aid contributions
Gross salaries and wages
15. CASH FLOWS FROM OPERATING ACTIVITIES
Net surplus for the year
Adjustments:
Depreciation
Profit on disposal of assets
Post-retirement medical expense
Operating surplus before working capital changes
(Increase) / Decrease in trade and other receivables
(Increase) / Decrease in net expenditure to be incurred on future productions
(Increase) in inventory
(Decrease) / Increase in current liabilities (excluding short term lease and short term postretirement medical provision)
16. ADDITIONS TO PROPERTY, PLANT AND EQUIPMENT
Equipment
Musical Instruments
Furniture & Fittings
Computers
Improvements to leased property
Work in progress
Artworks
37
17. RECONCILIATION OF BUDGET SURPLUS WITH THE SURPLUS IN THE STATEMENT OF
FINANCIAL PERFORMANCE
2012
R
54 998 827
Restated
2011
R
33 012 443
–
–
(22 239 214)
(5 358 794)
(580 226)
(30 617 412)
292 030
3 450 959
54 275
445
–
(14 419 000)
(21 288 111)
(1 572 006)
(226 114)
(1 675 956)
(859 400)
4 344 079
2 684 907
842
The operating leases comprise rentals charged for the leases of telephone and photocopier equipment.
The minimum operating lease commitments for these non-cancellable operating leases are:
Due within one year
143 097
Due later than one year but not later than 5 years
63 784
386 380
15 308
Net surplus per the statement of financial performance
Adjusted for:
Increase in operational grant from DAC
Increase in special grant from DAC for settlement of pension fund liability
Increase in capital works grant from DAC and PGWC
Increase in other operating revenue
Increase in interest received
Decrease in administrative expenses (due to the capitalisation of repairs and maintenance)
Increase / (Decrease) in compensation of employees
Increase in other operating expenses (performing arts)
Increase in provisions
Net surplus per approved budget
18. OPERATING LEASES
19. REMUNERATION
19.1 EMOLUMENTS OF COUNCIL, AUDIT COMMITTEE AND HUMAN RESOURCES COMMITTEE
Non–executive directors (fees as council members)
Prof S Fikeni (Chairperson)
6 578
Prof N Mtetwa (Deputy–Chairperson)
4 300
Ms R Benjamin-Swales (payable to Ernst & Young)
3 910
Mr D Cloete-Hopkins
3 710
Mr T Tsukudu
2 580
Prof L Mazwi-Tanga
1 290
Mr N Muyanga
1 380
Mr B Losper
1 380
Mr A Horne
1 610
Ms M Lucouw
1 610
Ms B Biko (employed by City of Cape Town – no fee payable)
–
Prof B de Lacey Figaji (donated to school)
600
Mr B Khan (payable to MHG)
600
Prof N Basson
600
Ms S Ngaba (employed by public entity – no fee payable)
–
30 148
Audit Committee Members (fees as members)
Ms R Benjamin-Swales (payable to Ernst & Young)
2 940
Mr B Losper
980
Mr MA Khan (donated to charity)
2 940
Mr B Khan (payable to MHG)
–
Prof B de Lacey Figaji (donated to school)
1 960
8 820
Human Resources Committee Members
Mr T Tsukudu
1 290
Prof L Mazwi-Tanga
1 290
Mr N Muyanga
690
3 270
42 238
38
–
7 840
4 200
6 560
3 600
1 800
–
–
–
–
–
1 200
1 200
1 200
–
27 600
4 900
–
1 960
2 940
2 940
12 740
1 800
1 800
–
3 600
43 940
19.2 EMOLUMENTS OF EXECUTIVE DIRECTORS
Mr M Maas
Mr P Lourens
Mr A Cockburn
Ms M Le Roux
Basic Salary and
allowances
1 073 416
906 353
808 399
808 464
3 596 632
Social Contributions
(Retirement & Medical)
216 419
209 604
176 054
188 484
790 561
2012
TOTAL
1 289 835
1 115 957
984 453
996 948
4 387 193
2011
TOTAL
1 140 976
986 605
876 084
887 562
3 891 227
20. RETIREMENT BENEFIT INFORMATION
20.1 PROVIDENT FUND CURRENT YEAR CONTRIBUTIONS
The defined contribution Provident Fund, which covers 98 employees (2011: 89) at year-end, employer and employee contributions in the
current year amounted to R4 031 685 (2011: R3 431 668).
20.2 POST-RETIREMENT MEDICAL BENEFIT
Artscape operates a post-retirement benefit scheme for eligible retired employees. The liability raised in note 7 above is in respect of the 7
(2011: 7) qualifying employees. The cost of this is recognised, as determined by independent actuaries, over the estimated service lives of
the employees concerned. The most recent valuation of this liability was 31 March 2012.
Trend Information
The trend information as required by IAS 19 for the previous 5 years, determined by the independent actuaries is:
R’ Million
Present Value of Obligations
Fair Value of Plan Assets
Present Value of Obligations in excess of Plan Assets
Mar-12
Mar-11
Mar-10
Mar-09
Mar-08
1.477
1.380
1.309
1.247
1.396
–
–
–
–
–
1.477
1.380
1.309
1.247
1.396
(0.105)
(0.077)
(0.104)
0.054
0.345
–
–
–
–
–
Experience Adjustments
(Actuarial Gain/(Loss) before Changes in Assumptions)
In respect of Present Value of Obligations
In respect of Fair Value of Plan Assets
Valuation method and main assumptions
The actuarial valuation method used by the actuaries to value the liabilities is the Projected Unit Credit Method prescribed by IAS19. Future
benefits valued are projected using specific actuarial assumptions and the liability for in-service members is accrued over expected working
lifetime. Any plan assets are valued at current market value as required by IAS19. In order to undertake the valuation, it is necessary to make
a number of assumptions.
The most significant assumptions used for the current and previous valuations were a discount rate of 8.25% (2011: 9.25%) and medical cost
inflation of 7.50% (2011: 8%).
Sensitivity Results
The results of the valuation are extremely sensitive to the assumptions used.
The valuation results set out above are based on a number of assumptions. The value of the liability could turn out to be overstated or
understated, depending on the extent to which actual experience differs from the assumptions adopted. The liability was recalculated to show
the effect of:
• A one percentage point decrease or increase in the rate of health care cost inflation;
• A five or ten percentage point increase in the rate of health care cost inflation for the next five years, thereafter returning to a health care
cost inflation of 7.50% p.a.;
• A one percentage point decrease or increase in the discount rate.
Accrued Contributions Liability (R’ Million)
% Change
Current Service Cost + Interest Cost (R’ Million)
% Change
Central Assumption
7.50%
1.477
–
0.114
–
Central Assumption
Health Care Cost Inflation
-1%
1%
1.394
1.569
-5.6%
+6.2%
0.107
0.121
-6.1%
+6.1%
Sensitivity results from previous valuation
8.0%
-1%
1%
Current Service Cost + Interest Cost 2010/2011 (R’ Million)
0.119
0.112
0.127
–
-5.9%
+6.7%
% Change
% Change
Central Assumption
7.50%
1.477
–
% Change
Central Assumption
8.25%
1.477
–
+5% for 5 years
+10% for 5 years
1.742
2.051
+17.9%
+38.9%
Discount rate
-1%
1.572
+6.4%
+1%
1.392
-5.8%
39
21. FINANCIAL INSTRUMENTS
Financial instruments carried on the statement of financial position are classified as financial assets and as financial liabilities in terms of IAS39
and consist of receivables and prepayments, cash and cash equivalents and trade and other payables.
21.1 FAIR VALUES
At 31 March 2012 and 31 March 2011 the carrying values of financial instruments reported in the financial statements approximate their fair
value.
21.2 MARKET RISK
Interest rate
Artscape deposits short-term cash surpluses with a major bank of a high quality credit standing and therefore has low interest rate exposure
on its bank accounts. These deposits attract interest at rates linked directly to the prime overdraft rate.
Currency and other price risk
Artscape is not exposed to any of the above named risks.
21.3 CREDIT RISK
Credit risk is mitigated by the fact that Artscape only deposits cash surpluses with major banks of high credit standing. The maximum
exposure to credit risk at the reporting date is the bank balances as disclosed in the Cash Flow Statement. The table below shows the credit
rating and balances of the banks used by Artscape.
Rating
2012
2011
Nedbank Limited
BBB
23 006 546
42 297 751
ABSA Bank Limited
AA+
22 570
27 421
Accounts and other receivables
Credit risk is mitigated through management’s assessment of the credit quality of debtors, taking into account their financial position,
payment history, their production track record and the perceived perception of the quality of the production prior to it being staged. Each
production is assessed individually and the agreement is negotiated and assessed in consultation with the respective producer or promoter.
Without classifying debtors differently, the assessment is done to ensure a fair practice and an equitable agreement for all users of the same
space whilst ensuring the presentation of excellent and varied products, meeting audience expectations and public demand. No collateral is
held for any debtor.
The maximum exposure to credit risk at the reporting date is the fair value of trade and other receivables as disclosed in note 4. Five
debtors that constitute 88% of the trade receivables balance have a favourable payment history. The recoverability of amounts due by the
professional arts companies associated with Artscape is dependent on the continued public and private funding for these arts companies
which is needed to continue their operations. Management is of the opinion that these debts are fully recoverable.
21.4 LIQUIDITY RISK
Artscape manages liquidity risk by monitoring its cash flow requirements. Council is of the opinion that the net carrying value of the liabilities
approximate their fair value and that Artscape has sufficient resources to settle its short term liabilities.
The table below analyses Artscape’s financial liabilities into maturity groupings based on the remaining period at the reporting date to the
contractual maturity date.
Maturity analysis
Trade payables
Accruals
Credit cards
Other payables
Post-retirement medical liability
2012
Maturity analysis
Trade payables
Accruals
Credit cards
Other payables
2011
Less than
12 Months
11 783 393
780 283
26 722
101 622
321 915
9 161
174 000
13 197 096
Less than
12 Months
2 430 803
890 608
26 788
612 705
550 290
11 018
160 000
4 682 212
Over 12 Months
–
–
–
–
660
1 303 000
1 303 660
Over 12 Months
–
–
–
–
–
5 281
1 220 000
1 225 281
The deferred government grant revenue is not a financial liability as it is similar to revenue received in advance, and has been excluded from
the maturity analysis. It will only become a financial liability if it becomes re-payable.
40
21.5 FINANCIAL INSTRUMENTS PER CATEGORY
21.5.1 Loans and receivables
Assets per statement of financial position
Trade and other receivables (excluding prepayments)
21.5.2 Liabilities at fair value
Liabilities as per statement of financial position
Unutilised sponsorship income
Finance lease liabilities
22. RELATED PARTIES
2012
R
5 190 111
2011
R
23 067 975
28 258 086
1 620 132
42 353 148
43 973 280
12 692 020
321 915
9 821
1 477 000
14 500 756
3 960 904
550 290
16 299
1 380 000
5 907 493
22.1 DEPARTMENT OF ARTS & CULTURE
The National Department of Arts & Culture (DAC) has ownership control over Artscape. DAC provides Artscape with an operational grant,
additional funding for essential maintenance and funding for special projects and events.
Details of the transactions between DAC and Artscape are as follows:
Revenue received
Operational grant
42 332 000
39 878 000
Capital works grant
26 650 000
36 716 400
Special virement – pension fund liability
–
14 419 000
Government grant deferred
16 211 391
23 743 282
The deferred government grant will be fully utilised during the 2012/2013 financial year as part of the completion of the space optimisation
projects (Tender ART1/2011 for the Artscape Complex Extension and Alteration).
22.2 PROVINCIAL GOVERNMENT OF THE WESTERN CAPE
The Provincial Government of the Western Cape (PGWC) owns the Artscape Theatre Centre. No rental for the use of the premises is being
charged to Artscape. PGWC is responsible for the structural maintenance of the building and the maintenance of stages. Details of the
transactions between Artscape and PGWC are as follows:
Revenue received
Annual maintenance
142 000
135 000
Contribution to the refurbishment of the Opera House
–
3 813 028
Compliance, stage equipment and theatre roof
16 771 738
15 258 000
Geotechnical surveys and consulting fees
–
214 557
Government grant deferred
–
16 285 585
Amount outstanding (included in Trade receivables)
2 800 481
–
5 130 934
2 224 166
7 355 100
1 934 163
3 196 771
5 130 934
2 224 166
5 130 934
7 355 100
3 196 771
1 934 163
5 130 934
1 745 839
3 196 771
478 327
2 224 166
–
3 196 771
23. IRREGULAR EXPENDITURE
Opening balance
Add: Irregular expenditure – current year
Analysis of expenditure awaiting condonation per age classification
Current year
Prior year
Expenditure incurred without applying the preference point system to all procurement
of goods and services above R30 000 as required by section 2(a) of the Preferential
Procurement Policy Framework Act, 2000 (Act No.5 of 2000).
Expenditure incurred without obtaining at least three written quotations for expenses
between R10 000 and R500 000 as required by Practice Note 8 of 2007/2008
24. CONTINGENT LIABILITIES
Section 53(3) of the Public Finance Management Act, 1999 (Act No. 1 of 1999) indicates that a public entity may not budget for a deficit and
may not accumulate surpluses unless the prior written approval of the National Treasury has been obtained.
Artscape requested approval from the executive authority (DAC) to retain the accumulated surplus as at 31 March 2012, but to date the
approval has not been obtained. Based on approval obtained in prior years, management is of the opinion that National Treasury will grant
such approval. Should approval not be obtained, a liability for the accumulated surplus of R54 998 827 may exist.
41
25. PUBLIC FINANCE MANAGEMENT ACT, 1999 (ACT NO. 1 OF 1999)
Section 55 (2)
No material losses through criminal conduct or fruitless or wasteful expenditure were incurred during the year. Irregular expenditure has been
disclosed in note 23.
Section 55 (3)
Council may not accumulate surpluses unless written approval of the National Treasury has been obtained. Approval for the retention of the
accumulated surplus as at 31 March 2011 was obtained.
Section 54 (2)
In terms of the PFMA and Treasury Regulation 28.1.5 the Council has developed and agreed to a framework of acceptable levels of
materiality and significance.
26. PRIOR PERIOD ADJUSTMENTS
Revenue – cafeteria, restaurant and bars
Prior to the current year, revenue from the catering services (staff canteen) was set off against the catering expenses. In terms of GRAP 1
revenue may not be set off against expenditure. The effect of this adjustment on the prior year balances is as follows:
Net effect on the Statement of Financial Performance
Increase in other operating revenue
1 304 780
Increase in administrative expenses (catering, food & beverages)
1 304 780
Effect on operating surplus
–
Net effect on the Statement of Financial Position
–
Property, plant & equipment
Prior to the current year, work in progress was included in improvements to leased property. In the current year the disclosure of property,
plant and equipment was amended to separately disclose work in progress. The effect of this adjustment on the prior year balances is as
follows:
Net effect on the Statement of Financial Performance
–
Net effect on the Statement of Financial Position
Increase in work and progress
Decrease in improvements to leased property
Effect on property, plant & equipment
42
4 908 935
(4 908 935)
–
Acknowledgements
Artscape wishes to thank all sponsors and partners which have contributed towards the past year’s success.
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ABSA
Acnode
Alliance Francaise
Austrian Consulate General
British Council
Canon Business Solutions
Cape Eye Hospital
Cape Philharmonic Orchestra
Cape Town City Ballet
Cape Town Opera
Cederberg Festival
City of Cape Town
Computicket
Dance for All
Department of Arts & Culture
Die Burger
Die Son
Distell Foundation
Dr AH Brody
Field Band Foundation
Fine Music Radio
French Consulate General
Golden Arrow Bus Company (GABS)
Grandwest Corporate Social Investment
HCI Foundation
Heart 104.9 FM
iKapa Dance Theatre
Jikeleza Dance Company
Mamela Project
Maynardville Theatre Arts Trust
Media24
Mike van Graan
National Lotteries Distribution Trust Fund (NLDTF)
Netto Financial Services
Performing Arts Network of South Africa (PANSA)
Page Automation (Canon)
Pauline Nossel
Pieter Schoeman
Rupert Musiekstigting
Sanlam Foundation
Simm-Net
Siyasanga
Stigting vir die Bemagtiging van Afrikaans (SBA)
Suidoosterfees
Theatre Taliipot (!AÏA Project)
Theewaterskloof Municipality
Uthando Project
Western Cape Choral Music Association (WECCMA)
Western Cape Cultural Commission
Western Cape Department of the Premier
Western Cape Department of Cultural Affairs, Sport and Recreation
Western Cape Department of Economic Development and Tourism
Western Cape Department of Social Development and Poverty Alleviation
Western Cape Department of Transport and Public Works
Western Cape Education Department
Yaltah Menuhin Memorial Fund
ZipZap Circus School
Jesus Christ
Superstar

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